Herzbergs Motivation Hygiene Theory

Activity refers to a steady and physically acceptable level of performance. Physical and mental workloads are balanced and reasonable. When workloads become either excessive or minimal, occupational stress resulting from fatigue or boredom can become a safety problem. 

Authority refers to the amount of power inherent in a job to influence or control the work activities of others. Here again, occupational stress is often overlooked. When individuals have extensive responsibilities but little control over the accomplishment of tasks. 

Creativity reflects the opportunity for individuals to apply inventiveness, resourcefulness, and personal talents to the work situation. Many individuals enjoy the process of developing new and innovative solutions to problems in the workplace. Jobs that tap into an individual s creativity often seem more enjoyable because they tend to be less routine. 

Importance refers to the perceived value of the work performed. When employees believe they make a difference in the organization, job satisfaction increases. When coupled with interest, the chance to perform activities compatible with the individual s personal preferences, importance makes employee motivation tend to soar. Employers may also affect employee motivation by offering opportunities for promotion, recognition, paths for advancement, and appreciation for strong performance. Intrinsic job factors are only motivational if the individual considers them as such. Not everyone desires advancement or promotion, so they may not be motivating to an individual who desires to remain a member of a crew or team. 

From a safety application perspective, truly effective motivators are relatively inexpensive since they have to do with the job itself. 

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Another influential theory of motivation was proposed by Herzberg et al. (1959). This theory postulates only two levels of motivation. Herzberg contrasted wages, working conditions, interpersonal relations and supervisory behavior which he called "hygiene" factors, with recognition, achievement, responsibility, and advancement which he called "motivators."... 

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