Leadership - What Really Matters: A Handbook on Systemic Leadership (Management for Professionals)

According to Maslow, motivation functions along a simple equation: needs plus
incentive equals the desired behavior. This conservative model is simple and clear,
but it reduces the person to a bundle of needs. The model has been disputed for
years, and criticized as at least being in need of supplementation. Nevertheless it is
still used around the globe today as an important basis of employee motivation,
which is why it is presented here (Fig.2.7).

2.3.2.2 The Two-Factor Theory

In the 1950s and 1960s, Frederick Herzberg investigated the sources of
employee motivation. Based on the insights gleaned, he developed the two-factor
theory, which distinguishes between the factors that make people satisfied with
their activities and those that produce alienation and lack of productivity.
If employees are asked why they are dissatisfied, in most cases they claim that it
is because of their incompetent or unfair boss, insufficient salary or bad working
environment. Yet these very same factors, even if they are absolutely idea, cannot
motivate employees to work harder, which is why Herzberg dubbed them “hygiene
factors.” They must be acceptable; however this is not enough because they are
extrinsic and are only indirectly connected with the activity itself. In contrast,
“motivators” are all factors that satisfy employees’ deeper needs to perform mean-
ingful work, to realize their potential, to grow and to be appreciated for what
they do. These factors are intrinsic and are related to the content and formulation
of work.

morality,

creativity,

spontaneity,

problem solving,

lack of prejudice,

acceptance of facts

self-esteem, confidence,

achievement, respect of others,

respect by others

friendship, family, sexual intimacy

security of: body, employment, resources,

morality, the family, health, property

breathing, food, water, sex, sleep, homeostasis, excretion

Self-actualization

Esteem

Love/belonging

Safety

Physiological

Fig. 2.7 The hierarchy of needs according to Maslow (Source: Maslow 1943)

80 2 Occupation or Calling: What Makes for Good Leadership?