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In contrast, motivators are factors that are intrinsic to the job, such as
achievement, recognition, interesting work, increased responsibilities, advancement,
and growth opportunities. According to Herzberg’s research, motivators are the
conditions that truly encourage employees to try harder.

Figure 14.7 Two-Factor Theory of Motivation

Source: Based on Herzberg, F., Mausner, B., & Snyderman, B. (1959). The
motivation to work. New York: Wiley; Herzberg, F. (1965). The motivation to work
among Finnish supervisors. Personnel Psychology, 18, 393–402.
Herzberg’s research, which is summarized in the figure above, has received its
[5]
share of criticism. One criticism relates to the classification of the factors as
hygiene or motivator. For example, pay is viewed as a hygiene factor. However, pay
is not necessarily a contextual factor and may have symbolic value by showing
employees that they are being recognized for their contributions as well as
communicating to them that they are advancing within the company. Similarly,
quality of supervision or relationships employees form with their supervisors may
determine whether they are assigned interesting work, whether they are recognized
for their potential, and whether they take on more responsibilities. Despite its
limitations, the two-factor theory can be a valuable aid to managers because it points
out that improving the environment in which the job is performed goes only so far in

motivating employees.
Acquired Needs Theory
Among the need-based approaches to motivation, Douglas McClelland’s
acquired needs theory is the one that has received the greatest amount of support.
According to this theory, individuals acquire three types of needs as a result of their
life experiences. These needs are need for achievement, need for affiliation, and need
for power. All individuals possess a combination of these needs.
Those who have high need for achievement have a strong need to be
successful. A worker who derives great satisfaction from meeting deadlines, coming
up with brilliant ideas, and planning his or her next career move may be high in need
for achievement. Individuals high on need for achievement are well suited to
positions such as sales where there are explicit goals, feedback is immediately
[6]
available, and their effort often leads to success. Because of their success in lower-
level jobs, those in high need for achievement are often promoted to higher-level
[7]
positions. However, a high need for achievement has important disadvantages in
management. Management involves getting work done by motivating others. When a
salesperson is promoted to be a sales manager, the job description changes from

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