It is likely that the question “how do I motivate this person to do what I want” is as old as time itself. As long as there have been workers, there have been people striving to motivate them to do as they’re asked. Fredrick Herzberg, a motivational theorist and behavioral psychologist, answers this question jovially: “The surest and least circumlocuted way of getting someone to do something is to administer a kick in the pants- to give what might be called the KITA.” (Herzberg, 1987).
Herzberg’s theory on motivation is grounded in behaviorist psychology, and he defines motivation as “a function of growth from getting intrinsic rewards out of interesting and challenging work” (Herzberg, 1987). Herzberg theorizes that there are two primary aspects of motivation- what he calls “hygiene factors” and “motivators,” or dissatisfiers and satisfiers (respectfully). With respect to work, he postulates that “the opposite of job satisfaction is not job dissatisfaction but, rather, no job satisfaction; and similarly, the opposite of job dissatisfaction is not job satisfaction, but no job dissatisfaction” (Herzberg, 1987). The dissatisfiers (things that can influence how a person feels on a scale from ‘job dissatisfaction’ to ‘no job dissatisfaction’) include company policy, supervision, relationship with supervisor, working conditions, salary, relationship with peers, personal life, relationship with subordinates, status, and security. Motivators (those things that influence a person’s position on a scale from ‘no job satisfaction’ to ‘job satisfaction’) include the work itself, achievement, responsibility, advancement, and growth.
Simply, hygiene factors are a drive to avoid pain, while motivators are a drive to experience psychological growth.
The distinction between dissatisfiers and satisfiers is further explained as “extrinsic job rewards” and “intrinsic job rewards.” Further, Herzberg theorizes that to improve work performance, an employer must create the opportunity for the realization of intrinsic rewards rather than “horizontal job loading,” or simplifying a job in hopes of quantifiably greater performance.
This theory’s strength is that it is practically universally applicable. A job of almost any nature (physical, cognitive, etc.) can be improved through vertical loading. Similarly, it promotes the full realization of an employee’s potential and recognizes that motivation comes from within and not from “KITA” factors. This theory’s primary limitation is that it would be difficult to self-apply. For example, I tried to practically apply this theory to areas of my life where I lack motivation (for example, cleaning the house). I found it difficult and even laughable, especially when attempting to vertically load simple, menial tasks (I’ll make the task of cleaning the bathroom more difficult and therefore intrinsically more satisfying by only using my left hand, left eye, and left leg to clean). I think that behaviorist psychology falls short with regard to self-directed motivation, at least for me. I would be more likely to apply a cognitive approach to motivation in times of self-directed motivation. Additionally, not every task could be made more challenging or more intrinsically rewarding, and in that case, the best you could hope to do is enable ‘no dissatisfaction,’ and that seems insufficient. This theory is also limited in that it does not take into account personal motivations. Achievement is a subjective value and I think that this theory assumes that ‘motivators’ (achievement, recognition, etc.) are universally and objectively applicable.
While Herzberg’s two-category theory on motivation does not likely fit all applications, it presents a sound and reasonable system of beliefs that could enable increased motivation in staff populations. The “vertical job loading” technique could be invaluable to increasing job satisfaction, especially in situations where an employee’s full potential is not realized.
Quotes from:
Herzberg, F. (1987). One More Time: How Do You Motivate Employees? Harvard Business Review (reprint), 1-16.
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