Herzberg’s Motivation-Hygiene Theory

Below is some work I did for my Leadership and Management Class. Herzberg found that the atmosphere in the workplace greatly affected motivation. I took each of these aspects and found how we can enhance these while recruiting, while working, and while planning.


Achievement – We need to show people we recruit that we are making forward process. The assignments we give when we delegate must have a definitive end and must accomplish something tangible. To help people be satisfied with their job we must recognize everything that’s been accomplished regularly. This will help us move forward one job at a time, and help us feel like we are making tangible progress.

Recognition - When we recruit we should recognize those who are doing a good job by saying why we are proud of them, this will set a standard which we can recognize them for later. When someone completes a delegated task, they should receive private and public recognition for the work they have done according to the job. To help satisfaction levels we should recognize people who do well. This will create role models that will guide us in the future.

Work Itself - When we recruit for Here’s Life we can stress that the work we do is fulfilling so that people will want to do it for God and themselves. I think it’s important that everyone is involved with a tangible micro ministry so that they are in touch with how their work impacts people. Also, the macro should be tied to the micro so that those on the back end can still appreciate what their work is accomplishing. If people like their work, they will be motivated to stay and to excel.

Responsibility - As an incentive for recruits and new staff, there should be a sense that they are given increased responsibility with time, or in other words, they won’t be someone’s lapdog for their entire career. When we delegate a task we can stress the receivers? responsibility in completing it, and give them the room/space/trust to do it. To help staff feel satisfied, we should make sure that all our staff have their area where they make decisions and have authority to implement their own ideas. If we give people more responsibility we free up management to further the organization.

Advancement - We need to let recruits know that there is a tangible way in which people can move forward in terms of status within the organization. There should be clear ways in which people can advance their career through the tasks we delegate to them. When people go through a review (and they should) part of that review should include opportunities for advancement. If people feel like they have more invested in the ministry and that there is a future for that investment they will be more likely to stay.


Interpersonal Relationships - When we recruit we should be able to show the quality of our interpersonal relationships. When we delegate we need to balance not just the management of delegation but also build rapport in our relationships. To build general satisfaction we should continually work on our social relationships with those we work with. This would allow the workplace to become a place where people want to be and feel loved/accepted and feel like they belong.

Policy and Administration - Recruiting should not focus on policy or should have minimal policy implications. As a delegator I want to give as much freedom and direction as possible while minimizing micromanaging. To increase satisfaction, there should be sensible policies that are not overbearing. If policies and admin are not overbearing, people will not feel suffocated or constricted as they work.

Working Conditions - When we are recruiting we need to make sure we have a physical space available that is properly set up for new staff. When we delegate we should make sure that what we ask is reasonable and that the staff has all the resources they need to do their work. We should always be aware of our limitations and should not try to grow/work as an organization beyond what we can reasonably accommodate. If our working conditions are reasonable we will minimize stress, both physical and emotional.

Technical Ability of Supervisor - When we recruit, people should be aware that they are coming under competent leadership. Unless they are coming on as a supervisor, they should know that someone above them is technically able to answer their questions. This goes beyond just computers but can cover things like how to do Boxes of Love. Before a supervisor delegates a task he should make sure the task is reasonable in scope, and that the person being delegated to is up to the task. To help the office feel confident, all staff should be getting consistent training and development in all aspects of their job. If we are diligent in this, people will not be angry at management for mismanaging or in other words for being a “Dilbert”-like boss.

Personal Life outside of work - We live in the greatest cities of America! There is a great life someone can have outside of work, and this is a great selling point of our ministry. Also, our teams if they consist of deep friendships are also a great draw. As we manage and give people things to do, we should make sure that they not only have the time and emotional energy to pursue things outside of work, but we should also be encouraging them to find ways to connect to people outside. Older staff that know the city and are well connected can help younger staff find place away from coworkers to get involved. If we do this, we will help people not get burned out.

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