In today’s evolving work environment, maintaining motivation is more challenging than ever. With distractions around every corner and shifting expectations from a new generation of workers, understanding what drives people to perform at their best has become crucial. Luckily, Frederick Herzberg’s theory is here to help.
American psychologist Frederick Herzberg conducted research to pinpoint what motivates employees, with data collected from interviews with 203 engineers and accountants. The interviews led to the creation of his Motivation-Hygiene Theory, which differentiates between factors that cause job satisfaction (motivators) and those that prevent dissatisfaction (hygiene factors). Herzberg’s research may have been conducted in the 1960s but remains a popular tactic in management strategies to this day. Let’s see why:
The KITA theory
Herzberg emphasized that motivation cannot be imposed externally but must be generated from within. He illustrated this with his concept of KITA (Kick in the Ass), demonstrating that while external pressures can provoke immediate action, they fail to sustain genuine motivation.
Why is KITA not motivation? If I kick my dog (from the front or the back), he will move. And when I want him to move again, what must I do? I must kick him again. Similarly, I can charge a person’s battery, and then recharge it, and recharge it again. But it is only when one has a generator of one’s own that we can talk about motivation. One then needs no outside stimulation. One wants to do it.
… said Herzberg in his influential Harvard Business Review article “One more time: How do you motivate employees?”
Maslow VS Herzberg: Is satisfying the employees’ needs enough?
Maslow’s Theory of Needs is a psychological theory proposed by Abraham Maslow in 1943. The theory is often depicted as a pyramid, with each level representing different human needs. According to Maslow, individuals are motivated to fulfill these needs in a specific order, starting from the most basic to the most complex.
Herzberg’s Two-Factor Theory is often compared with Maslow’s Hierarchy of Needs because both theories aim to explain what motivates individuals. While Maslow’s theory provides a broad framework for understanding human needs, Herzberg’s theory focuses specifically on job satisfaction and workplace motivation.
Genuine motivation, according to Herzberg, stems from internal factors such as personal growth, a sense of achievement, and the meaningfulness of the work itself. Thus, true motivation arises from within the individual, driven by factors that fulfill their deeper psychological needs and aspirations. However, motivational factors alone are not enough. Employees also need to have some basic factors satisfied in order not to lose interest in a job. And thus, we have the two-factor theory:
Hygiene factors
Hygiene factors include elements like company policies, supervision, salary, interpersonal relations, and working conditions. These factors do not generate positive satisfaction but are essential to prevent dissatisfaction.
In the case of seafarers, for instance, it became apparent in the 2023 SEAFiT crew survey that, amongst 19 thousand seafarers, wages and salaries continue to play a crucial role in seafarers’ overall wellbeing.
Especially in the case of attracting the younger generation, hygiene factors are no longer an option, but a requirement. As Johan Smith, Head of Wellness, Sailors’ Society, said in the Generation Z – the future of maritime, report: “The industry needs to note a clear shift in the priorities for these Gen Z seafarers. Wellbeing, strong relationships and ethical treatment are no longer peripheral concerns. They are now central to their career aspirations.”
Motivation factors
Motivators, on the other hand, are linked to higher levels of job satisfaction and include aspects such as achievement, recognition, the work itself, responsibility, and opportunities for advancement. When hygiene factors are adequately addressed, motivators can significantly enhance job satisfaction and productivity.
Effective leadership plays a great part in establishing and following motivation factors. As explained by Dr. Mike Morales, President, MOL Magsaysay Maritime Academy, during the 2024 SAFETY4SEA Manila Forum, by fostering active participation, leadership qualities, and a strong safety ethos, cadets will become proactive, responsible, and communicative, ready to contribute to a safe and efficient maritime environment.
How to combine the factors for maximum benefit
Combination No 1: High motivators and high hygiene factors
When employees experience high motivators and high hygiene factors, they are typically both highly motivated and satisfied with their jobs. An example of this scenario is a position that offers challenging and engaging work (a motivator) along with excellent working conditions, such as a supportive work environment and good benefits (hygiene factors).
Combination No 2: High motivators and low hygiene factors
Conversely, when there are high motivators but low hygiene factors, employees may be motivated by their work itself but still feel dissatisfied due to a lacking policy or a low wage, for instance.
Combination No 3: Low motivators and high hygiene factors
In situations where there are low motivators but high hygiene factors, employees might not be particularly driven or inspired by their work, but they are not dissatisfied either. This could occur in a job that offers an adequate salary and good working conditions (hygiene factors), but the work itself is monotonous or lacks challenge (low motivators).
Combination No 4: Low motivators and hygiene factors
Finally, when both motivators and hygiene factors are low, employees are likely to experience high levels of dissatisfaction and low performance.
Looking forward
As the professional landscape evolves, with increasing emphasis on work-life balance and employee well-being, organizations have an opportunity, but also a pressing need, to leverage both motivators and hygiene factors to foster a more engaged and productive workforce.
Understanding that true motivation is driven from within, companies can create environments that not only meet the fundamental needs for job satisfaction but also inspire individuals to achieve personal and professional growth.
As new generations enter the workforce with distinct values and expectations, particularly in industries like shipping, there is a resounding call for organizations to adapt their strategies to address these changing dynamics if they wish to attract and retain new workforce.
