Frederick Herzberg

Two-factor theory (also known as Herzberg's motivation-hygiene theory) was developed by Frederick Herzberg, a psychologist who found that job satisfaction and job dissatisfaction acted independently of each other. Two Factor Theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction

Herzberg argued that job enrichment is required for intrinsic motivation, and that it is a continuous management process. According to Herzberg:

• The job should have sufficient challenge to utilize the full ability of the employee.
• Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility.
• If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem.

Scientific management

Scientific management (also called Taylorism or the Taylor system) is a theory of management that analyzes and synthesizes workflows, with the objective of improving labor productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs, Shop silly Management (1905)^[1] and The Principles of Scientific Management (1911). Taylor believed that decisions based upon tradition and rules of thumb should be replaced by precise procedures developed after careful study of an individual at work. Its application is contingent on a high level of managerial control over employee work practices.

Motivation-Hygiene Theory

According to Frederick Herzberg, the determinants of job dissatisfaction include

1. working conditions
2. supervision
3. salary

Herzberg proposed the Motivation-Hygiene Theory, also known as the Two factor theory (1959) of job satisfaction. According to his theory, people are influenced by two sets of factors:

Motivator Factors	Hygiene Factors
Achievement Recognition Work Itself Responsibility Promotion Growth	Pay and Benefits Company Policy and Administration Relationships with co-workers Supervision Status Job Security Working Conditions Personal life

1. People are made dissatisfied by a bad environment, but they are seldom made satisfied by a good environment.
2. The prevention of dissatisfaction is just as important as encouragement of motivator satisfaction.
3. Hygiene factors operate independently of motivation factors. An individual can be highly motivated in his work and be dissatisfied with his work environment.
4. All hygiene factors are equally important, although their frequency of occurrence differs considerably.
5. Hygiene improvements have short-term effects. Any improvements result in a short-term removal of, or prevention of, dissatisfaction.
6. Hygiene needs are cyclical in nature and come back to a starting point. This leads to the "What have you done for me lately?" syndrome.
7. Hygiene needs have an escalating zero point and no final answer.