Frederick Herzberg and his co-researchers developed the motivation-hygiene theory. According to this theory the factors that lead to motivation and job satisfaction are not the same as those leading to apathy and job dissatisfaction. In other words, the contention is that job dissatisfaction is not the opposite of job satisfaction-two separate groups of needs are involved, one related to job satisfaction and the other to job dissatisfaction. While most needs have potentials for influencing the relief of job dissatisfaction and the increase of job satisfaction, each need serves predominantly either a hygiene or motivator purpose.
Deficiencies in fulfilling the hygiene needs cause job dissatisfaction. These needs relate to the working environment, compensation, fringe benefits, type of supervision, and other factors extrinsic to the job.’ Fulfilling the hygiene needs does not lead to job satisfaction, but in the achievement of a neutral point known as a fair day’s work. Performance at this point does not result from motivation.
At the “fair day’s work” point, the individual is ripe for influence by the motivation factors, ones intrinsic to the job itself. These factors reflect needs for personal growth, including achievement, recognition, and nature of the job itself, responsibility, and opportunities for advancement. The motivation factors represent needs that, when fulfilled, lead to job satisfaction.
Motivation-hygiene theory has two important implications for sales management. The first is that management must see that the job provides the conditions that prevent job dissatisfaction (to get a fair day’s work from the salesperson). This means that management needs to provide an acceptable working environment, fair compensation, adequate fringe benefits, fair and reasonable supervision, and job security. The second implication is that management provides opportunities for achievement, recognition, responsibility, and advancement (to motivate performance beyond that of a fair day’s work).
