Herzberg's theory of two factors briefly. Hygienic and motivating factors

Frederick Herzberg is best known for his motivational-hygienic, or "two-factor" theory. He coined the abbreviation KITA (Kick in the Ass) and the term "increasing work diversity" to emphasize that positive motivating factors are an attribute of work. Herzberg's research was devoted to the position of the individual in the organization and the attitude of the person to his work. He earned recognition among managers for his attention to the theory and practice of management.

Frederick Herzberg (1923-2000) was an American clinical psychologist who became well known in the field of management for his writings on nature and effective methods motivation. The "strong interest in mental health" that led him to psychology grew out of the conviction that "mental health is the major problem of our time." This belief was furthered by his service in the army during World War II, when he entered the Dachau concentration camp with American troops.

Returning to the United States, Frederick Herzberg worked for some time in the healthcare system, and then went into science. His motivational hygiene theory was first presented in the study "Motivation to Work", published in 1959. From 1972 until his retirement, he worked at the College of Business at the University of Utah.

Two-factor theory by Frederick Herzberg

The motivational-hygienic, or two-factor, theory of motivation that made Herzberg famous was the result of a survey of two hundred engineers and accountants in Pittsburgh in the late 1950s. Frederik Herzberg asked respondents to name cases when they felt extremely good at work, was interested in the reasons for their positive emotions and how they affect productivity and personal life. Then he asked to remember the moments when the work caused negative emotions.

The scientist was struck by the fact that the positive points reported by the respondents did not contradict the negative ones. From this, he concluded that two types of factors influence performance.

But first he came to the conclusion that a person has two levels of needs:

• lower (animal needs) - the desire to avoid pain and suffering;
• higher (human needs) - psychological growth.

According to Herzberg, a person seeks to satisfy these needs not only at work, but also in other areas of life. At the same time, some factors satisfy the lowest level of needs, while others satisfy the highest. He also called the first group hygienic factors, the second - motivators.

Hygiene factors depend on the context or conditions in which the person works. These include:

• the policy of the company and its administration;
• degree of control;
• interpersonal relationships;
• working conditions;
• status;
• safety;
• salary.

The main feature of these factors is that by themselves they do not bring job satisfaction. First of all, they serve to prevent dissatisfaction. Therefore, Frederick Herzberg also calls them factors of dissatisfaction, or supporting factors, emphasizing that their absence or insufficiency causes dissatisfaction, while their presence simply keeps workers in a normal state, without contributing to self-improvement or an increase in labor productivity.

Some factors also cannot be considered true motivators, since they need constant nourishment. Faced with them once, people begin to take them for granted, and not as incentives for satisfaction or achievement.

Motivators (or factors of psychological growth) are related to the content, not to the conditions of work. These include:

• achievements;
• confession;
• content of labor;
• a responsibility;
• career advancement;
• growth opportunities.

Frederik Herzberg explains that both sets of factors exist on their own, as they deal with two different levels of needs. And they are not opposite to each other.

Herzberg's motivational-hygienic model was the result of several studies on job satisfaction and dissatisfaction that he conducted in Pittsburgh. It assumes that most of the factors that contribute to obtaining satisfaction from the labor process are motivators, while a significant part of the factors that cause dissatisfaction are hygienic.

Most of the facts on which Herzberg built his theory are quite obvious. This is especially true of achievements and growth prospects as potential factors of satisfaction, as well as control and risk as the main factors of dissatisfaction. Only such component as wages, which can be attributed to both groups, continues to cause debate.

Frederick Herzberg himself identified salary as a factor of dissatisfaction, however, he could not clearly explain his position. While salary may have short-term motivational value, it cannot be seen as a long-term motivator on the same level as responsibility and achievement. Experience (and business history) shows that salary is a factor of dissatisfaction along with control, status and security.

KITA. In the high-profile 1968 article "How You Incentivize Your Workers" for the Harvard Business Review, Herzberg combined all hygiene factors with the least pleasant aspects of work with the concept of KITA (Kick In The Ass). To explain why managers fail to motivate employees, he showed why this cannot be done, figuratively speaking, with a kick, that is, with a lot of money or bonuses, comfortable conditions or reduced working hours. These factors, in his opinion, practically do not stimulate, but only prevent discomfort. The intangible factors associated with work are truly motivating.

Adam and Abraham. Herzberg used biblical imagery to illustrate his theory in The Work and Nature of Man, first published in 1966. She laid the psychological foundation for his research on working conditions. He depicted the basic needs of a person in the form of two parallel arrows in different directions. The first embodies the image of Adam the animal, which seeks to satisfy its basic needs and avoid physical suffering (hygienic factors).

The second embodies the image of Abraham the man and his need to realize his individual potential (motivational factors).

Increasing the diversity of work. The idea of ​​increasing the diversity of work was a logical consequence of the motivational-hygienic theory. Continuing to work on the basic premise that a satisfied worker is a productive worker, he suggested that motivators should be an integral part of work. These include:

• self-organization;
• resource management;
• a responsibility;
• solving specialized problems and gaining experience.

The scientist believed that the function of management is to guarantee the staff a higher level of responsibility and encourage creativity to work.

The work of Frederick Herzberg, along with the work of (famous for the Hawthorne experiments), (creator of the hierarchy of needs) and (creator of Theory X and Theory Y) are a response to the theory scientific management. The latter focused on methods that can improve performance manual labor, and the division of mental and physical labor between management and workers.

Frederick Herzberg and his contemporaries, on the other hand, believed that workers wanted to be part of a group, wanted to grow and develop. Although Herzberg's theory is not particularly revered by modern psychologists, managers have found it a useful guide to action. Its core principles are easy to understand and apply to all types of organizations. In addition, it supports the role and importance of management.

Herzberg's theory also had a significant impact on rewards, most notably the shift from performance-based pay to proportional pay, which allows employees to choose additional benefits of their own choosing.

The concept of increasing work diversity was more theory than practice. Most of the models produced only minor changes or forced greater control over the workers. At present, this concept has changed significantly, although it still owes much to the ideas of Herzberg.

The relevance of the topic of the work is due to the fact that in last years in our country there is a decrease in the desire to work, especially in social production. Accordingly, the need for labor motivation is of great importance.

The purpose of this work is to study the theory of needs of Herzberg as one of the theories of motivation. To achieve this goal, the following tasks have been set:

determine the place of this theory in modern theories of motivation;

get acquainted with the main provisions of the theory;

determine the advantages and disadvantages of the theory.

When writing this work, the works of such specialists as Kabushkin N.I., Vachugov D.D. were used. and others, as well as articles from the Internet.

Way to effective management lies through the understanding of what drives a person, what prompts him to act, what motives underlie his actions. Motivation as one of the functions of management is the process of creating an internal incentive for employees to act in order to achieve organizational goals in accordance with the duties delegated to them and in accordance with the plan.

Human behavior is always motivated. He can work hard, with enthusiasm and enthusiasm, or he can shy away from work. You should always look for a motive for such behavior.

The traditional approach to motivation was based on the belief that employees are just resources, assets that need to be made to work effectively. Technological progress has radically changed the attitude to work and everyday existence. As a result, the manager daily faces the problem of motivating the activities of employees - how to direct their energy to the existing work.

The desire of a person to realize himself in his business is indisputable - this is how he works. Where the management and organization of labor provide employees with such opportunities, their work will be highly effective, and their motives for work will be high. It means to motivate employees - to touch upon their important interests, to give them a chance to realize themselves in the process labor activity.

A need is a conscious need for certain material, cultural goods, social and spiritual values. In psychology, a need is understood as a special state of the individual's psyche, reflecting the discrepancy between its internal and external conditions of activity, which is the reason for a person's awareness of emotional tension or dissatisfaction and influences the formation of internal motives for his activity. The source of the emergence of needs for certain products is production, social needs - the social nature of human life, spiritual needs - the consciousness of the individual.

The need is the force that makes people act, produce material, social and spiritual benefits. The subjective expression of this impulse to activity, formed for each specific person under the influence of the environment around him. outside world, which is reflected in the mind, is the motive.

A motive is a conscious individual's motivation to act. At the same time, it does not unequivocally determine the content, features and structure of human activity, since the need can be satisfied different ways in the form of various activities. Thus, the need for clothing can be satisfied by buying it in a store, stealing it, sewing it yourself or in an atelier; finally, clothes can be asked, borrowed, etc. Here we are already talking about the objective conditions of human life, which act as the goals of his activity.

Human behavior is usually determined not by one motive, but by their combination, in which motives are in a certain relationship to each other according to the degree of their impact on human behavior. The motivational structure of a person can be considered as the basis for the implementation of certain actions by him; it has a certain stability. Nevertheless, this structure can change: in particular, consciously in the process of a person's upbringing, his education.

Incentives act as levers of influence or "irritations" that cause the action of certain motives. Individual objects, actions of other people, promises, carriers of obligations and opportunities, provided opportunities, and much more that can be offered to a person in compensation for his actions or what he would like to receive as a result of certain actions can act as incentives. A person reacts to many stimuli not necessarily consciously.

Motivation, considered as a process, can theoretically be represented in the form of six successive stages.

We list the stages of the motivation process and their main characteristics:

1) the emergence of a need. The need manifests itself in the form that a person begins to feel that he is missing something. It manifests itself at a specific time and begins to “require” from a person that he finds an opportunity and takes some steps to eliminate it;

2) search for ways to eliminate the need. A need has arisen and creates problems for a person, he begins to look for ways to eliminate it: to satisfy, suppress or not notice. There is a need to do something, to do something;

3) definition of goals (directions) of action. A person fixes what and by what means he should do, what to achieve, what to get in order to eliminate the need. At this stage, four points are linked:

what should I get to eliminate the need;

what should I do to get what I want;

to what extent I can achieve what I want;

how much what I can get can eliminate the need;

4) implementation of the action. At this stage, a person expends effort in order to carry out actions that, ultimately, will allow him to get something in order to eliminate the need. Since the process of work has a reverse effect on motivation, then in the process of carrying out an action at this stage, goals can be adjusted;

5) receiving remuneration for the implementation of the action. Having done a certain work, a person either directly receives what he can use to eliminate the need, or what he can exchange for the object he wants. At this stage, it turns out to what extent the performance of actions gave the desired result, and depending on this, either a weakening, or preservation, or strengthening of motivation for action occurs;

6) elimination of need. Depending on the degree of stress relief caused by the need, and also on whether the elimination of the need stimulates a weakening or strengthening of motivation for activity, a person either stops the activity before a new need arises, or continues to look for opportunities and take actions to eliminate the need.

A systematic study of motivation from a psychological point of view does not allow us to determine exactly what motivates a person to work. However, the study of human behavior in the workplace provides some general explanations of motivation and allows you to create models of work motivation.

Theories of labor motivation appeared in the 1940s and are currently continuing to develop. All modern theories of motivation can be divided into two groups:

A. Maslow's theory of needs (substantive approach to motivation): people in their motivations rely on 5 types of needs. Needs form a hierarchy (from lowest to highest: physiological, security, social, respect, self-expression). In this hierarchy, any higher need becomes a motivator after the lower one has been overcome;

Alderfer's theory of needs: people in their motivations rely on 3 types of needs. Needs form a hierarchy (from lowest to highest: existence, connection, growth). The movement from need to need goes in both directions: up, if the need of the lower level is satisfied, and down, if the need of a higher level is not satisfied;

McClelland's theory of needs (acquired needs theory): people have one of 3 needs: power, success or involvement;

F. Herzberg's theory of needs is one of the most reasonable (will be discussed in this paper).

procedural theories of motivation - more modern, based primarily on how people behave, taking into account education and knowledge. Within the framework of process theories, how a person distributes efforts to achieve specific goals and how he chooses a specific type of behavior is analyzed. Process theories do not dispute the existence of needs, but believe that people's behavior is determined not only by them, but also by social conditions. These theories include:

expectation theory: a person must hope that the type of behavior he has chosen will actually lead to satisfaction of the need;

the theory of justice: until people begin to believe that they receive a fair remuneration, they will strive to reduce the intensity of work;

Porter-Lawler motivation model (a combination of the previous 2): the results achieved depend on the efforts made by the employee, his abilities and characteristic features as well as awareness of their role. The level of effort expended will be determined by the value of the reward and the degree of confidence that a given level of effort will actually result in a well-defined level of reward.

To study human motivation, many scientists have developed various theories of motivation that evaluate the factors influencing it. For the most part, they concentrate on the study of needs and their influence on motivation, describe their content and structure.

Frederick Herzberg proposed a two-factor theory of motivation based on his experience in studying the problems of labor and company performance.

Herzberg's theory of motivation was developed by him in 1959 in order to find out the reasons for a person's satisfaction or dissatisfaction with an activity, as well as to identify the reasons for increasing and decreasing labor productivity.

To do this, a survey was conducted of 200 engineers and employees of one large enterprise that produces paint and varnish coatings. Participants were asked to describe situations in which their attitude to work was positive and they had a desire to work, and situations in which their attitude to work was, on the contrary, negative, dissatisfaction was felt, and there was no desire to work at all.

results this study allowed Herzberg to formulate the conclusion that job satisfaction is determined by its internal and content characteristics, and dissatisfaction is determined by the external characteristics of the work and its context. Further, all the factors influencing human activity in production situations were divided into hygienic and motivating.

hygiene factors

Hygienic factors, or health factors, are those factors that are associated with environment in which the work itself takes place. Among the most important hygiene factors are the following:

• Company policy and administration;
• Comfortable working conditions;
• Safety;
• Acceptable illumination, heating, etc.;
• Salary;
• Schedule;
• Availability of paid sick leave;
• Availability of paid holidays;
• Carrying out activities for social security, health care and other social programs;
• Relationships with management and colleagues;
• The level of direct control.

Hygienic factors practically do not cause a complete feeling of satisfaction and do not have an activating effect on human activity. But thanks to their presence, a feeling of dissatisfaction can be prevented; if they are absent, this can cause feelings of discontent, dissatisfaction or irritation among the staff.

The presence of this group of factors leads to a state where, as such, there is no job dissatisfaction, but there is also no job satisfaction, since positively hygienic factors are something taken for granted. Negatively characterized hygiene factors can, in turn, lead to complete job dissatisfaction.

From this we can conclude that the conditions in which work is performed cannot be considered as motivating factors. Probably most people would enjoy working in a pleasant environment, but based on this theory, a clean shop is unlikely to be a substitute for the work itself, from which a person receives pleasure or recognition of his merits.

According to Herzberg's theory, employers seeking to increase staff motivation through higher wages will end up disappointed, because after employees get used to a new level of material reward, they will most likely consider it as a hygiene factor. From now on, increased payouts will no longer motivate people. Human psychology is such that he is more motivated by the desire to have something than by the fact that he already has it.

Motivating factors

Motivating factors, or motivators, are directly related to the essence and nature of the activity itself. They contribute to the increase in job satisfaction and are considered as an independent group of needs, which can be generally called growth needs.

Key motivators include the following:

• Public acceptance;
• Degree of responsibility;
• Success;
• Opportunities for professional growth;
• Interesting activity content;
• Official position.

Public recognition can give a person a sense of self-respect and dignity, which the manager should talk about the need to convey to the employee feedback on a job well done. Another significant factor is the work itself. It should be borne in mind that monotonous work usually does not bring satisfaction, but diverse in content and creative activity, on the contrary, stimulates growth, prevents absenteeism and lateness. In addition, for most people, a good motivator is career growth or additional liability.

Advantages and disadvantages of the theory

So, in the process of research, Herzberg formulated the following conclusions:

• Satisfaction and dissatisfaction with activities are two independent measurements that can be clearly displayed on two different graphs;
• There is a whole group of factors that affect the first graph "satisfaction with the activity - no dissatisfaction with the activity", and a group of other factors that affect the second graph "dissatisfaction with the activity - no dissatisfaction with the activity".

The formula formulated by Herzberg looks like this: Working conditions and work environment + motivating factors = state of satisfaction. He also derived another equality: Working conditions and environment - motivating factors = zero effect

Between the two-factor theory of F. Herzberg, some parallels can be drawn with Maslow's pyramid: hygiene needs correspond to lowest level Maslow's needs, and, accordingly, motivating factors - to the highest levels of needs.

Herzberg's two-factor motivational theory is a new explanation of the mechanisms of people's motivation in the course of their work. Previously, to increase the motivation of subordinates, attempts were made to improve working conditions, increase wages, provide special benefits, in other words, attention was focused on hygiene factors. But such attempts and solutions did not give the necessary results, since they did not affect the motivation of employees in any way. In many organizations, attempts were subsequently made to apply the main provisions of Herzberg's theory, which in fact showed their effectiveness.

However, even taking into account effective experience application of Herzberg's theory in practice by many organizations, a number of criticisms were made towards the theory:

• As a source of motivation, both motivating and hygienic factors can act, which is determined by the needs of a particular person;
• A lack of motivators can lead to a state of dissatisfaction with the activity, and hygienic factors, if used successfully, can lead to a state of satisfaction, which also depends on the specific situation;
• Not in all cases, the state of satisfaction leads to an increase in labor productivity, which is significantly at odds with the opinion of Herzberg;
• The motivation growth system should be built taking into account the possible behavioral characteristics of a person and the characteristics of the external environment.

These remarks are evidence that motivation should be considered as a probable process. What will motivate one person in a certain situation may not have any effect on him or another person in a similar situation in another situation.

For the study of man over the past decades, scientists have developed many various theories motivation, evaluating the factors that affect it. For the most part, they concentrate on the analysis of needs and their impact on motivation, describe their structure and content. All of them are designed to understand what motivates people to work.

In our past materials, we have already described some of these theories. Today we will continue this topic and talk about the two-factor theory of motivation by Frederick Herzberg, an American social psychologist who specialized in work and company performance and who became one of the most influential personalities in business management.

Herzberg's two-factor theory of motivation was developed in 1959 by Frederick Herzberg and his colleagues - their goal was to find out the reasons for satisfaction and dissatisfaction with a person's activity, as well as to identify the reasons for increasing and decreasing labor productivity.

To do this, scientists conducted a survey of two hundred engineers and employees of one large organization that worked in the field of paint and varnish coatings. Participants had to describe those situations when their attitude to work was positive and they had a desire to work, and situations when their attitude to work, on the contrary, was negative, and there was a feeling of dissatisfaction, but there was no desire to work at all.

The results of this study allowed Herzberg to conclude that job satisfaction depends on its internal and content characteristics, and dissatisfaction depends on external characteristics work and its context. The result was that all the factors that influence human activity in production situations were divided into hygienic and motivating.

hygiene factors

Hygienic factors, also called health factors, are factors that are related to the environment in which the work itself takes place. The term "hygienic" was borrowed by Herzberg from medical terminology, in which it refers to factors that help maintain health, but not necessarily improve it.

Among the most important hygiene factors are the following:

• Company policy and administration
• Safety
• Comfortable working conditions
• acceptable illumination. good heating etc.
• Schedule
• Salary
• Availability of paid holidays
• Availability of sick leave
• Carrying out activities in the field of social security, health care and other social programs
• Relationships with colleagues and management
• Level of direct operation control

Hygienic factors almost never cause a complete sense of satisfaction and do not have an activating effect on human activity. However, due to their presence, a feeling of dissatisfaction can be prevented; if they are absent, this can cause a feeling of dissatisfaction, discontent and irritation among the employees of the organization.

The presence of this group of factors leads to the appearance of a state when there is no dissatisfaction with the work as such, but there is also no job satisfaction, because positively characterizing hygiene factors are a matter of course. Negatively characterized hygiene factors, in turn, can lead to complete job dissatisfaction.

It follows from this that the conditions in which work takes place cannot be considered as motivating factors. Probably most people would be happy to work in a pleasant environment, but, based on this theory itself, a clean shop or machine can hardly be a substitute for the work itself, from which a person can enjoy or public recognition of his merits and achievements.

According to Herzberg, those employers who seek to increase the motivation of their workers through higher wages will end up disappointed, because. after employees have already got used to the new level of wages, most likely they will consider it as a hygienic factor. And from the moment when the increased payments become a regular component of the salary, they will immediately cease to motivate people. a person is such that he is more motivated by the desire to have something than by the fact that he already has it.

Although quite big number managers are of the opinion that a well-thought-out system of encouraging the work of employees is a motivation enhancer, in fact, it turns out that any such system will be considered for granted: it will, of course, maintain a sense of satisfaction, but will not create it at all.

Motivating factors

Motivating factors, also called motivators, are directly related to the essence of the activity itself and its nature. They contribute to an increase in the level of job satisfaction and are considered as an independent group of needs, which, summarizing, can be called growth needs.

The main motivators include:

• Success
• Public acceptance
• Interesting activity content
• Opportunity to grow professionally
• Degree of responsibility
• official position

Public recognition gives a person a sense of self-respect and dignity, which should tell the manager about the need to provide feedback to the employee about a job well done. Another significant factor is the work itself. It must be borne in mind that monotonous work does not bring satisfaction, and creative and diverse activities, on the contrary, stimulate growth, prevent lateness, absenteeism, etc. In addition, for many people, career growth and the presence of additional responsibility are an excellent motivator.

Herzberg's findings

In the course of his research, Herzberg came to the following conclusions:

• Satisfaction and dissatisfaction with the activity are two independent measurements that can be clearly displayed on two different graphs;
• There is a whole group of factors influencing the first graph "satisfaction with activity - no satisfaction with activity" (motivating factors), as well as a group of other factors affecting the second graph "dissatisfaction with activity - no dissatisfaction with activity" (hygienic factors).

The formula derived by Herzberg is as follows:

• Work environment and working conditions + motivating factors = state of satisfaction
• Work environment and working conditions - motivating factors = zero effect

Summary

There are certain parallels between Frederick Herzberg's two-factor theory of motivation with: the hygiene needs of Herzberg's theory correlate with the lowest level of needs of Maslow's pyramid, and motivating factors correlate with highest level needs accordingly.

Herzberg's two-factor theory of motivation was a new explanation of the mechanism of people's motivation in the process of labor activity. Previously, to increase staff motivation, attempts were made to improve working conditions, increase wages, provide special benefits, in other words, attention was paid to hygiene factors. But these attempts and solutions did not give the necessary results, because. they had no effect on employee motivation. Subsequently, in many organizations, attempts were made to implement the basic provisions of Herzberg's theory, and in fact they have shown their effectiveness.

However, despite the effective application of Herzberg's theory in practice by many organizations, several criticisms have been made towards the theory:

• The source of motivation can be both motivating and hygiene factors, which depends on the needs of each individual person;
• The lack of motivators can lead to a state of dissatisfaction with the activity, and well-formed hygiene factors can lead to a state of satisfaction, which depends on each specific situation;
• Not in all cases, the state of satisfaction with the activity leads to an increase in labor productivity, which is significantly at odds with Herzberg's assumptions;
• The system of increasing motivation should be created taking into account all kinds of behavioral characteristics of people and the characteristics of the environment.

All these remarks are evidence that motivation must be considered as a plausible process. What will motivate one person in one situation may not have any effect on him in another situation, or another person in a similar situation.

Thus, we can summarize: Frederick Herzberg, of course, made a significant contribution to the understanding of human motivation, but in his theory he did not take into account the many variables that determine situations related to motivation. Further research by scientists led to the creation of process theories of motivation.

In his theory of motivation, Herzberg relied on the system of needs of the “social person”, the foundations of which were developed within the framework of the theory of human relations.

Having processed the data of more than 200 experts (using the interview method, which covered workers belonging to different professional groups in different countries), Herzberg identified two groups of factors that influence the behavior of organization members - hygienic and motivational.

This theory appeared in connection with the growing need to find out the influence of material and non-material factors on human motivation.

Frederick Herzberg created a two-factor model that measures job satisfaction.

Table 2.1

Factors affecting job satisfaction

The first group of factors (hygienic factors) is related to the environment in which the work is carried out. The second group of motivation factors is related to the nature and essence of the work. The leader here must remember the need to generalize the content of the work.

F. Herzberg's hygiene factors seem to correspond to physiological needs, the need for security and confidence in the future. However, the mechanism of influence of motivating factors in Maslow and Herzberg differ.

hygiene factors prevent the emergence of disappointment in work, are the basis for the reproduction of the vital and creative forces of workers, allow you to relieve tension during work. This determines their hygienic function. Hygienic factors correspond to the needs of the lowest level. These include: leadership style; management policy of the organization; wage; working conditions; interpersonal relationships; the social status of the worker; job retention guarantees; the impact of the work process on the personal life of a member of the organization.

These factors are external to the job itself, but are related to the worker's environment. For this reason, by themselves, they do not contribute to job satisfaction, but create conditions that prevent negative attitudes towards their work among employees of the organization. Just as the lack of proper hygiene may cause illness, although it will not in itself ensure health, so the lack of work hygiene will cause dissatisfaction with the content of work, but it will not in itself cause a state of satisfaction.

Motivational factors constitute the second group of factors. Their action is motivating in relation to the behavior of employees, they act as active motivational forces. Motivational factors (motivators) correspond to higher needs.

These factors primarily include: labor success of the employee; recognition of the merits of the employee for the quality of the tasks performed on the basis of the principle of justice; providing the employee with independence in the course of performing production tasks; ensuring career growth; professional development; enrichment of labor with elements of creativity.

The presence of one, two, three or all six factors in the conditions of the labor process increases the degree of job satisfaction of a person and, therefore, enhances his motivation. At the same time, for many workers, job satisfaction is most often provided by the content of work.

The presented factors interact quite closely with each other: if hygienic factors are presented weakly, then labor motivation also weakens, and if hygienic factors are fully manifested, then labor motivation increases. However, there is no direct relationship between these two groups of factors. So, high wages will not force the worker to work with great stress, but low wages will make him want to moderate his labor ardor or push him to look for a new job.

According to the theory of A. Maslow, any impact aimed at meeting needs has a motivating effect. According to Herzberg, there is a certain threshold value, a certain minimum set, a kind of critical mass of conditions, only after reaching which motivating factors begin to act.

In order to effectively use Herzberg's theory, it is necessary to identify (compile a list) all motivational and hygiene factors and allow members of the organization or its unit to determine for themselves which of these factors they consider to be the most important for themselves. This will avoid the mistakes often made by the leaders of the organization, who identify the needs of subordinates based on their own experience.

The following are indicated as the main shortcomings of Herzberg's theory:

lack of consideration of the individual characteristics of the members of the organization in the implementation of actions aimed at motivating their behavior;

assumption about the presence close connection between job satisfaction and labor productivity, which is not confirmed by numerous modern research(in particular, the motives associated with communication, the desire for power, interaction between individuals and social institutions are not taken into account).