Herzberg Theory
One More Time: How Do You Motivate Employees? by Frederick Herzberg
When Frederick Herzberg researched the sources of employee motivation during the 1950s and 1960s, he discovered a dichotomy that still intrigues (and baffles) managers: The things that make people satisfied and motivated on the job are different in kind from the things that make them dissatisfied. Ask workers what makes them unhappy at work, and you’ll hear about an annoying boss, a low salary, an uncomfortable work space, or stupid rules. Managed badly, environmental factors make people miserable, and they can certainly be demotivating. But even if managed brilliantly, they don’t motivate anybody to work much harder or smarter. People are motivated, instead, by interesting work, challenge, and increasing responsibility. These intrinsic factors answer people’s deep-seated need for growth and achievement. Herzberg’s work influenced a generation of scholars and managers--but his conclusions don’t seem to have fully penetrated the American workplace, if the extraordinary attention still paid to compensation and incentive packages is any indication.
How many articles, books, speeches, and workshops have pleaded plaintively, “How do I get an employee to do what I want?” The psychology of motivation is tremendously complex, and what has been unraveled with any degree of assurance is small indeed. But the dismal ratio of knowledge to speculation has not dampened the enthusiasm for new forms of snake oil that are constantly coming on the market, many of them with academic testimonials. Doubtless this article will have no depressing impact on the market for snake oil, but since the ideas expressed in it have been tested in many corporations and other organizations, it will help -- I hope -- to redress the imbalance in the aforementioned ratio.
“Motivating” with KITA
In lectures to industry on the problem, I have found that the audiences are usually anxious for quick and practical answers,
When Frederick Herzberg researched the sources of employee motivation during the 1950s and 1960s, he discovered a dichotomy that still intrigues (and baffles) managers: The things that make people satisfied and motivated on the job are different in kind from the things that make them dissatisfied. Ask workers what makes them unhappy at work, and you’ll hear about an annoying boss, a low salary, an uncomfortable work space, or stupid rules. Managed badly, environmental factors make people miserable, and they can certainly be demotivating. But even if managed brilliantly, they don’t motivate anybody to work much harder or smarter. People are motivated, instead, by interesting work, challenge, and increasing responsibility. These intrinsic factors answer people’s deep-seated need for growth and achievement. Herzberg’s work influenced a generation of scholars and managers--but his conclusions don’t seem to have fully penetrated the American workplace, if the extraordinary attention still paid to compensation and incentive packages is any indication.
How many articles, books, speeches, and workshops have pleaded plaintively, “How do I get an employee to do what I want?” The psychology of motivation is tremendously complex, and what has been unraveled with any degree of assurance is small indeed. But the dismal ratio of knowledge to speculation has not dampened the enthusiasm for new forms of snake oil that are constantly coming on the market, many of them with academic testimonials. Doubtless this article will have no depressing impact on the market for snake oil, but since the ideas expressed in it have been tested in many corporations and other organizations, it will help -- I hope -- to redress the imbalance in the aforementioned ratio.
“Motivating” with KITA
In lectures to industry on the problem, I have found that the audiences are usually anxious for quick and practical answers,