Fredrick Herzberg studied engineers and accountants to understand job satisfaction and dissatisfaction. He found that intrinsic motivators like challenging work that satisfy higher-order needs tend to increase motivation, while a lack of extrinsic hygiene factors like salary and benefits tend to cause dissatisfaction. Managers should focus on eliminating dissatisfiers to meet basic needs, and use intrinsic motivators to encourage achievement and motivation.

1. Herzberg’s view of satisfaction and
dissatisfaction:
 For several years, managers had been wondering why their fancy personnel policies
and fringe benefits were not increasing employees motivation on the job.
 Fredrick Herzberg provided an interesting extension of Maslow’s need hierarchy
theory and developed a specific content theory of work motivation
 According to Herzberg, intrinsic motivators and extrinsic motivators have an
inverse relationship: intrinsic motivators tend to create motivation when they are
present, whereas extrinsic motivators tend to reduce motivation when they are
absent.
 This is to say that intrinsic motivators tend to inspire motivation when they are
present, while extrinsic motivators tend to reduce motivation when they are absent.
This is because of expectation.
 Extrinsic motivators (e.g., salary, benefits) are expected and so will not increase
motivation when they are in place, but they will cause dissatisfaction when they are
missing. Intrinsic motivators (e.g., challenging work), on the other hand, can be a
source of additional motivation.

2. Methodology
 For this purpose, he conducted a study and interviewed some 200 engineers and
accountants and asked them to think of a time when they felt good at their jobs and
a time when they felt bad at their jobs and then to describe condition which led to
such feelings.
 Researchers concluded that factors responsible for a job satisfaction are different
from factors that led to dissatisfaction. The factors so identified were classified by
him into two categories :
Motivational factors
 These factors are related to the nature of work and are intrinsic to the job itself.
 These factors have a positive influence on morals, satisfaction, efficiency and
higher productivity. Some of these work itself, responsibility, advancement and
possibility of growth.
Hygiene factor
 They do not motivate people. They simply prevent dissatisfaction and maintain
status. They produce no growth but prevent loss.
 The absence of these factors leads to job dis-satisfaction. The elimination of
dissatisfaction and these factors simply maintain a “zero level of motivation”.
Managerial Implications
 The two factor theory for managers are quite clear. The manager’s role is to
eliminate dissatisfiers to provide hygiene factor sufficient to meet to basic need and
then use motivators to meet higher order needs and proper employees toward
greater achievement and dissatisfaction.
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