Herzberg and his colleagues divided work into two factors that they called motivating factors and hygiene factors.
Motivating factors included items such as personal growth in competence, achievement, responsibility, and recognition. These factors are intrinsic to the work that is done and are called motivators because employees were motivated to obtain these factors and were willing to improve their work performance to do so. Factors extrinsic to or outside of the work itself, such as wages, hours, working conditions, company policies, and supervisory practices, are called hygiene factors. Hygiene factors have the potential to raise or lower dissatisfaction but do not motivate employees to increase productivity or performance. This theory specifies that the tasks and responsibilities assigned to a job will enhance motivation only to the degree that motivators are designed into the work itself. Good pay and working conditions will keep down the level of dissatisfaction but will, in the long run, not inspire employees to perform at high levels. Intrinsic and extrinsic factors are depicted in Table 6.1.
Motivating Factors/Intrinsic to the Job (Motivate people to work hard) * Achievement
* Work itself
Hygiene Factors/Extrinsic to the Job (Keep down the level of dissatisfaction) * Organizational policy and administration
* Working conditions
* Interpersonal relations with superiors, subordinates, and peers * Salary
* Job security
* Personal life
The similarities between intrinsic and extrinsic motivation are that both help make the work place pleasant, they both are employee oriented, and both are setting the employee up for success within the company. The differences are that intrinsic is designed to make the employee work to their utmost ability...