Herzberg's hygiene and motivational factors. Two factor theory F

This theory was developed by F. Herzberg and his colleagues based on studies conducted in the late 50s of the 20th century. research of two hundred engineers and office workers of a large paint and varnish company. The purpose of the research was to find out the factors that have a motivating and demotivating effect on employees, affecting their sense of satisfaction. The employees were asked two questions: " Can you describe in detail a time when you felt particularly good after completing duties at work?" And " Can you describe in detail a time when you felt particularly unwell after performing your duties?"

As a result of the research, two groups were identified factors, influencing work motivation in different ways.

Hygiene factors, or “health” factors, are associated with environment in which the work is carried out. These include wage, safety and conditions in the workplace (noise, lighting, comfort, etc.), status, rules, routine, work schedule, quality of management control, relationships with colleagues and subordinates. By themselves, they do not cause satisfaction among employees, but their deterioration or absence gives rise to job dissatisfaction and demotivation.

Motivating factors related to the nature and essence of the work. They directly lead to job satisfaction, high level motivation and labor achievements are stimulants for effective work. Motivating factors include achieving goals, the possibility of success and recognition, interesting content of work, high degree independence and responsibility, professional and official growth, the possibility of personal self-realization.

F. Herzberg's theory of motivation has much in common with A. Maslow's theory. Hygiene factors of F. Herzberg correspond to physiological needs, needs for safety and confidence in the future, and his motivational factors are comparable to the needs of the highest levels of A. Maslow: respect and self-expression. But on one point these theories differ. A. Maslow considered hygiene factors as something that causes one or another line of behavior (if the manager provides the worker with the opportunity to satisfy one of these needs, he will work better).

F. Herzberg, on the contrary, believes that the employee begins to pay attention to hygiene factors only when their implementation seems inadequate or unfair to him.

Summarizing the results of his research, F. Herzberg made several conclusions:

• lack of hygiene factors leads to job dissatisfaction;
• the presence of motivating factors can only partially compensate for the lack of hygiene factors;
• under normal conditions, the presence of hygiene factors is perceived as natural and does not have a motivational effect;
• the greatest positive motivational impact is achieved with the help of motivating factors in the presence of hygiene factors.

1. It is necessary to draw up a list of hygiene and especially motivating factors and allow subordinates to independently determine the most preferable ones.
2. Managers must take a differentiated and cautious approach to the use of various incentives and, in the case where the needs of the lower level are sufficiently satisfied, should not rely on hygiene factors as the main ones.
3. Managers should not waste time and money on using motivating factors until the hygiene needs of employees are met.
4. Motivating factors are effectively used under the following conditions:

• if employees regularly receive information about the positive and negative results of their work;
• if conditions have been created for them to grow their own self-esteem and respect (psychological growth);
• if employees are allowed to set their own work schedule;
• if subordinates bear a certain financial responsibility;
• if they can communicate openly and pleasantly with managers at all levels of management;
• if subordinates report for work in the area entrusted to them.

Frederick Herzberg is an American psychologist who specialized in social problems. After he witnessed what was happening in the Dachau concentration camp, he was especially fascinated by psychology as a science that answers questions of human behavioral reactions. Herzbergas' theory of motivation made him famous throughout the world. At the end of the 60s of the twentieth century, a publication based on his research “Once again, how do you motivate employees?” was published, which in 1987 became one of the most widely circulated.

The essence of the theory

In 1959, Frederick Herzberg and his colleagues developed a two-factor theory of motivation. The goal of the project: to identify conditions with which the employee is satisfied, as well as those that bring dissatisfaction. The psychologist was looking for an answer to the question of the behavior of a working person - what influences?

Two hundred people (engineers working in the field of paint and varnish coatings) participated in the study. They received questionnaires in which they had to answer the researchers' questions. Those who took part in the survey described situations that were uncomfortable for them at work and, vice versa, things that brought satisfaction from work.

According to the results of the study, the motivational component was divided into two groups of factors: hygiene and motivating (two-factor theory of motivation).

Hygiene factors

The concept of “hygiene” has firmly settled in the human consciousness and is closely related to maintaining the cleanliness of the body. This term comes from medicine. Herzberg's theory has no connection with soap and toothbrushes. “Hygiene” is translated from Latin as “warning.”

Hygiene factors are those that keep a person in a certain job and prevent his leaving. What can keep a person in a particular workplace, according to the results of a survey by a psychologist?

• Corporate philosophy and company policy.
• Working conditions (environment, schedule, food, social package).
• The status given by the position held.
• Salary.
• Relationships within the team and with company management.
• Attention and control of employee actions.

If all of the above is met, the employee will continue to cooperate with the company. It will not cause a storm of positive emotions; these conditions are taken for granted. If they are not followed, the employee will have a desire to leave the organization.

For many, it is surprising that Frederick Herzberg’s hygienic motivation also included salary. Company managers often rely on increasing wages and improving working conditions, believing that these are the best motivational reasons. After some time, management sees that such motivation does not work: it caused an emotional outburst once, and a clean floor in the office and a new coffee maker are just a nice bonus, but not a motivator.

Motivating factors

These are more powerful forces that motivate an employee to give time and energy for the benefit of a particular organization. Here attention is focused on the activity itself, its essence. A person who does what he loves has a natural desire for and development of skills.

Motivating reasons also include:

• The desire for success and public recognition.
• Opportunity for career growth.
• Responsibility.
• The desire and ability to approach problem solving creatively.

The motivating component partly satisfies our ego. A person needs public recognition, it is important for him to gain a sense of self-esteem. Managers are recommended to encourage employees good reviews about the work done (if this is true).

According to the scientist, the absence of motivating reasons does not bring the employee a feeling of dissatisfaction (unlike hygienic reasons, the absence of which can provoke the employee to leave the company).

Things to remember

Motivation according to Frederick Herzberg is divided into two factors: hygienic and motivating. Let us highlight three models of employee motivational behavior:

1. Hygiene factors are observed + motivating factors are observed = responsible and qualified worker.
2. Hygienic requirements are observed + motivating ones are not observed = an indifferent person performing routine work.
3. Poor hygiene = likely resignation from your position.

Herzberg's theory of motivation allows you to better understand how to interact with your employees and influence the improvement of labor productivity.

Herzberg's theory of motivation

The two-factor theory of job satisfaction. (Herzberg's theory). Frederick Herzberg continued Maslow's work and created a model for maintaining the level of motivation - a specific content theory of motivation labor activity. To find out the reasons for satisfaction or dissatisfaction with work, as well as the reasons for the increase and decrease in labor productivity, he developed a two-factor theory of motivation in 1950.

He suggested that: firstly, job satisfaction and dissatisfaction are two independent dimensions that can be depicted on two different scales, and secondly, there are a number of “factors” (organizational conditions/incentives) influencing the field “job satisfaction - no job satisfaction” motivators, and a number of other factors influencing the field “no job dissatisfaction - no job dissatisfaction” (hygiene factors).

The most significant motivators are, in particular, success, recognition, interesting work content, opportunities for professional growth, official position, and responsibility.

The most significant hygiene factors are: remuneration, social connections, working conditions, occupational safety, family life, relationships with colleagues, company policy.

Hygiene factors provide almost neutral feelings among the employees of the organization. The removal of these factors, also called support factors, from the workplace tends, however, to cause dissatisfaction among workers. Herzberg borrowed the word “hygienic” from medical terminology, where the term refers to factors that help maintain health, but do not necessarily improve it. For example, to the hygienic activities that you do every day, washing. You washed your face, but your condition did not improve. It is only maintained at the same level. The author of the theory derived a formula: the work environment minus hygiene factors equals a state of dissatisfaction.

The second group of factors, also called “satisfiers,” are believed to cause a feeling of job satisfaction. They are responsible for increasing the motivation or satisfaction of employees. Their absence does not cause feelings of dissatisfaction. The formula states: work environment plus motivational factors equals a state of satisfaction; work environment minus motivational factors factors equals zero effect.In most cases, such factors do not cause a feeling of satisfaction, although their presence helps prevent feelings of dissatisfaction. There is a catch here: the absence of maintenance factors can lead to feelings of dissatisfaction among employees.

Support factors, or hygiene factors, in an organization are paid holidays, sick leave, health and welfare activities and others social programs. Some managers have convinced themselves that good program staff incentives will increase motivation. However, such programs are taken for granted: they only support a feeling of satisfaction, but do not create it. Working conditions are not considered as motivating factors. Perhaps many would prefer to work in a pleasant environment. But a sparkling shop or machine can rarely replace the work itself, from which people derive pleasure or recognition of achievements and merits. And old, neglected buildings can house people whose morale and productivity are very high. Herzberg argues that people's attitudes toward their jobs outweigh the importance of working conditions. The same applies to supervision. Herzberg gives this example: the parent itself is not the direct cause of the child's physical growth; he only gives him food and care. Like a parent, the supervisor does not motivate the employee, but only influences the environment, and this leads to the employee experiencing a feeling of high motivation coming from within. These factors motivate individuals, but their absence does not necessarily make employees feel dissatisfied. They influence the behavior of people in an organization in different ways. The achievement factor means that a person has achieved his goal, i.e. completed what he started. Some work activities contribute to this feeling, others, such as work on an assembly line, do not. Feeling recognized gives the employee a sense of dignity and self-respect. Sometimes managers do not provide employees with feedback on their performance. They believe that there is no need to say anything if the job was done well. But it's not right. The work itself is a very important factor of motivation. Why are some employees chronically late? In most cases, this happens because they do not like to sit at work “from bell to bell.” Monotonous work does not bring satisfaction. Another thing is the diverse and creative work, the very content of which serves as an incentive for growth, reduction of absenteeism and tardiness. For many, career advancement is an effective incentive. In some organizations, even the behavior of troublemakers changed after they were given additional responsibility. According to Herzberg's theory, employers who try to increase employee motivation by increasing wages end up frustrated. Once workers have become accustomed to the new level of income, they are more likely to view it as a support factor. As soon as an increase in payments becomes a regular part of the salary, it ceases to affect the increase in motivation. People tend to feel more motivated when they want something badly than when they already have it. It is important to keep in mind that the employee's understanding of motivators is much more important than the employer's. What is a supporting factor for one may serve as a motivating factor for another.

Only a satisfactory degree of presence of motivators (not hygiene factors) leads to job satisfaction. Well-planned hygiene factors only lead to a state of “no job dissatisfaction”, but not at all to job satisfaction, since satisfactory hygiene factors are taken for granted (hence the concept of “hygiene factor”). Unsatisfactory hygiene factors lead to severe job dissatisfaction. Well-formed motivators can stimulate readiness to work, and well-formed hygiene factors can at least prevent decline in work. Therefore, for example, according to Herzberg, improvement programs social contacts in the company do not lead to increased labor productivity. This requires, for example, filling the work interesting content. The information content of Herzberg's theory turned out to be quite high, since motivators and hygiene factors can be operationalized. He conducted a widely publicized study of motivation involving accountants and engineers from companies in and around Pittsburgh, Pennsylvania. To obtain data, he used the critical situation method. The specialists were asked two substantive questions:

1) When did you experience the most complete satisfaction from your work and what gave rise to it? 2) When did you feel worst about your work and what gave rise to this attitude? The responses obtained using the critical incident method were interesting and fairly consistent. The positive feelings expressed were mainly associated with the work experience and its content. An example is the head of the accounting department, who was very pleased when he was tasked with installing new computer equipment. He felt a sense of pride in his work and was pleased that the new equipment had revolutionized the entire operation of his department. At the same time, negative feelings were associated mainly with the external conditions in which the work was carried out - its context. For example, one engineer whose first job was filling out time sheets and managing the office in the absence of his boss expressed such feelings. It turned out that the latter was always very busy and could not find time to train the engineer, and when he tried to ask questions, he became irritated. The engineer said that in such conditions he constantly experienced frustration and felt like an auxiliary worker doing work that had no prospects. Arranging these expressed positive and negative feelings in a table, Herzberg concluded that satisfaction is related to the content of the job, and dissatisfaction is related to its context. Herzberg called factors that cause satisfaction motivators and dissatisfaction factors hygiene factors. The term “hygiene” (as in health care) refers to factors that are preventive in nature; in Herzberg's theory, hygienic factors include factors that prevent dissatisfaction. Taken together, motivators and hygiene factors formed the basis of Herzberg's two-factor theory of motivation. It was tested, although the results depended heavily on the methods. It is not yet possible to give a definitive assessment, but during research it was found that (depending on the situation) a lack of motivators can also lead to job dissatisfaction, and well-formed hygiene factors (and especially rewards) can lead to job satisfaction.

Neither about the correctness of depicting job satisfaction in the form of two schemes, nor about the correctness of the attribution individual factors motivators or hygiene factors cannot be inferred from empirical studies. Just like Maslow's theory, which had a great influence on human resource management, Herzberg's theory starts from the premise of the existence of a tendency towards human self-expression and, therefore, mixes normative and descriptive (descriptive) aspects. Its value from the point of view of personnel management lies in the connection between theories of motivation and theories of organizational culture, in identifying factors influencing the decision to participate in the organization or the behavior of employees satisfying the organization in accordance with their roles in the organization. On the other hand, its information content is insignificant, since the exact functional connections between influencing factors and employee behavior have not been clarified.

Some connections have been subjected to empirical testing, others have been formulated in the form of hypotheses that seem relatively convincing from a logical point of view. However, conclusions about how any particular incentive or contribution influences the decision to participate in an organization or the degree of compliance of behavior with the requirements of the organization cannot be made with sufficient certainty.

Herzberg's theory is closely related to Maslow's hierarchy of needs. Hygiene factors are preventive in nature and related to environmental conditions; roughly they correspond to Maslow's lower levels of needs. These hygiene factors eliminate dissatisfaction but do not lead to satisfaction. Indeed, they raise motivation to a theoretically zero level, provide the necessary “foundation” for preventing dissatisfaction, and serve as the starting point for true motivation. Hygiene factors alone do not create motivation. Only motivators (or truly motivating factors) encourage people to act. To some extent, they correspond to the needs of the higher levels of Maslow's hierarchy. According to Herzberg's theory, for true motivation a person must have work, the content of which is associated with a certain tension of forces. Herzberg's two-factor theory shed New World for maintenance work motivation. Before its advent, managers concentrated their attention mainly on hygiene factors. When faced with moral problems, the typical solution was to increase pay, increase fringe benefits, and improve working conditions. However, it was discovered that such simplistic solutions did not really work. This puzzled managers - they paid higher salaries, offered an excellent package of additional benefits, provided very good conditions labor, and their workers remained unmotivated to work. Herzberg's theory offers an explanation for this problem. By focusing solely on hygiene factors, managers are not motivating their staff.

Few workers or managers probably think they don't deserve a raise. On the other hand, many dissatisfied workers and managers feel that they have not received enough promotion. This simple observation shows that hygiene factors are important in eliminating dissatisfaction but do not lead to satisfaction. Herzberg was probably the first to formulate the idea that hygiene factors are absolutely necessary to preserve the human resources of an organization. However, in accordance with Maslow’s understanding, when the “stomach is full” due to the satisfaction of hygienic needs, which is typical for the majority modern organizations, these factors cease to motivate employees. According to Herzberg's theory, employees will only be motivated by work that requires some effort and provides opportunities for achievement, recognition, responsibility, advancement and growth.

Although Herzberg's two-factor theory is widely used in educational literature and is important for practitioners, from an academic point of view, it undoubtedly oversimplifies the motivation of work activity. When researchers departed from the critical incident methodology used by Herzberg, they failed to identify two factors. It turns out that there are job-related factors that cause both satisfaction and dissatisfaction. These studies indicate that, in a strict sense, the two-factor theory is not supported.

Despite the obvious limitations of the two-factor theory, there is little doubt that Herzberg made a significant contribution to the study of work motivation. He expanded the concept of Maslow's hierarchy of needs and made it more applicable to work motivation. Herzberg also drew attention to the importance of substantive work-related factors for motivating work activity, which had previously been unfairly neglected; often they were completely ignored. The method of designing a workplace within the framework of meaningful work enrichment is also Herzberg's contribution to the development of management. The concept of job enrichment is discussed in detail in the next chapter. Overall, Herzberg did much to better understand the substantive factors of work and satisfaction, but, like his predecessors, he did not achieve the goal of developing a comprehensive theory of work motivation. His model covers only a certain part of the content motivation for work; it does not adequately describe this complex process.

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 data from more than 200 experts (an interview method was used, which covered workers belonging to different professional groups in different countries), Herzberg identified two groups of factors influencing the behavior of organizational members - hygienic and motivational.

This theory emerged due to the growing need to understand the influence of tangible and intangible factors on human motivation.

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

Table 2.1

Factors influencing job satisfaction

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

Hygiene factors of F. Herzberg, apparently, correspond to physiological needs, the need for safety and confidence in the future. However, the mechanism of influence of motivating factors differs between Maslow and Herzberg.

Hygiene factors prevent the emergence of disappointment in work, are the basis for the reproduction of the vital and creative forces of workers, and help relieve tension during work. This determines their hygienic function. Hygiene factors correspond to lower level needs. These include: leadership style; management policy of the organization; wage; working conditions; interpersonal relationships; social status of the employee; job security guarantees; influence labor process on personal life member of the organization.

These factors are external to the job itself, but relate to the employee’s environment. For this reason, they do not in themselves contribute to job satisfaction, but they create conditions that prevent employees of the organization from having a negative attitude towards their work. Just as a lack of proper hygiene can cause illness, although this in itself will not ensure health, so a lack of work hygiene will cause dissatisfaction with the content of work, but in itself it will not 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: the employee’s labor success; recognition of the employee’s merits for high-quality tasks performed based on the principle of fairness; providing the employee with independence in the performance of 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 work process increases a person’s degree of job satisfaction and, therefore, increases his motivation. At the same time, for many workers, job satisfaction is most often ensured by the content of work.

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

According to A. Maslow's theory, any influence aimed at satisfying 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 upon reaching which motivating factors begin to operate.

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

The main disadvantages of Herzberg's theory are the following:

lack of accounting individual characteristics members of the organization when carrying out actions aimed at motivating their behavior;

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

Frederick Herzberg is best known for his motivational-hygienic, or “two-factor” theory. He coined the acronym 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 person's attitude towards his work. He earned recognition among managers for his attention to the theory and practice of management.

Frederick Herzberg (1923-2000) - American clinical psychologist who gained great fame in the field of management thanks to his writings on the nature and effective methods motivation. The "intense interest in mental health" that led him to psychology grew out of the belief that " mental health is the fundamental problem of our time." This belief was furthered by his military service during World War II, when he joined American troops in concentration camp Dachau.

Returning to the United States, Frederick Herzberg worked for some time in the health care system, and then went into science. His motivational-hygienic 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.

Frederick Herzberg's two-factor theory

The motivational-hygiene, or two-factor theory of motivation, which made Herzberg's name famous, was the result of a survey of two hundred engineers and accountants in Pittsburgh in the late 1950s. Frederick Herzberg asked respondents to name times when they felt exceptionally good at work, the reasons for their positive emotions and how they affected their work productivity and personal life. Then he asked me to remember the moments when work evoked negative emotions.

The scientist was amazed that the positive aspects described by the respondents did not contradict the negative ones. From this he concluded that work is influenced by two types of factors.

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;
• the highest (human needs) is psychological growth.

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

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

• 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 maintains workers in a normal state, without contributing to self-improvement or increased productivity.

Some factors also cannot be considered true motivators, since they need constant feeding. Once confronted with them, people begin to take them for granted rather than as incentives for satisfaction or achievement.

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

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

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

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

Most of the facts on which Herzberg based his theory are quite obvious. This is especially true for achievement and growth prospects as potential drivers of satisfaction, as well as control and risk as major drivers of dissatisfaction. The only component that continues to cause debate is salary, which can be attributed to both groups.

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

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

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

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

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

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

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

The works of Frederick Herzberg, along with the works 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 could increase the productivity of manual labor and the division of mental and physical labor between management and workers.

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

Herzberg's theory also had a significant impact on reward systems, most notably the move from a performance-based pay system to a proportional pay scheme that allows employees to choose fringe benefits at their own discretion.

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

The scientist's greatest contribution lies in the understanding that motivation comes mainly from the individual - an organization cannot impose it from the outside according to a certain formula. Many modern tendencies- career management, self-learning and delegation - are rooted in Herzberg's theories.