Two Factor Theory[二因素理论]
(Hertzberg)

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美国心理学家Frederick Hertzberg的二因素理论（Two Factor Theory）试图证明，个人对工作的态度在很大程度上决定着任务的成功与失败，Hertzberg研究证明，个人对工作的满意与否受两个因素制约： 能给人们带来满意和心理成长的因素，通常都是工作内在的，即由工作本身所决定的激励因素（Motivation Factors）； 而引起人们不满意的往往是一些工作外的因素，大多与人们的工作条件和环境有关，Hertzberg称之为保健因素（Hygiene Factors）。 Herzberg通过对两百多名美国的会计、工程师等白领工作者的调查，从而总结出了“二因素理论”（Two Factor Theory），又称“保健-激励理论”（Motivation-Hygiene Theory）。

保健-激励因素

• 保健因素处理不好，会引发员工的不满情绪；处理得好，则可以预防或消除这种不满。 然而，保健因素并不能对员工产生激励作用，只能起到保持人的积极性、维持工作现状的作用。所以保健因素又称为“维持因素”。
• 激励因素处理得好，不仅能够产生满意情绪，而且能够促进人们产生更好的绩效；如果处理不当，其不利效果顶多是没有满意情绪，但不会导致不满。 激励因素源于工作内在的促发动力。

典型的保健因素

• 工作环境

• 管理和监督

• 薪水

• 状态

• 安全

• 公司

• 工作

• 公司政策与治理

• 人际关系

典型的激励因素

• 工作成就感

• 工作成就得到的认可

• 工作上的责任感

• 工作富有趣味

• 高水平的工作要求

• 晋升与成长

二因素组合构成的四种情境：

• 高保健因素 + 高激励因素： 最理想的工作情境，员工具有较高的工作热情，鲜有不满情绪。

• 高保健因素 + 低激励因素： 员工没有不满情绪，但是也没有较高的工作热情， 工作的目的就是为了薪水。

• 低保健因素 + 高激励因素： 员工存有高度工作热情的同时，对工作条件也有很多不满。 这种情境往往出现于那些具有挑战性和鼓舞人心的工作， 但是薪水和工作条件却差强人意。

• 低保健因素 + 低激励因素： 这属于最坏的工作情境， 员工既无工作热情，又有大量怨气。

Herzberg建议，工作可以而且应该按照以下方法来安排组织：

• 扩大工作范围，
• 轮换工作岗位，
• 充实工作内容。

除了二因素理论以外，Frederick Hertzberg还有一个著名的KITA理论，即打屁股（Kick In The Arse），后来这一提法被改成更为文雅的KITP，即踢裤子（Kick In The Pants）。 用Herzberg的话说，KITA不能够产生任何工作激励， 它的作用只在于使员工动起来。

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比较： 马斯洛（Maslow） Hierarchy of Needs[需求层次理论]  |  Hawthorne Effect[霍索恩效应]  |  Customer Satisfaction model[顾客满意度模型]  |  Theory X Theory Y[X理论-Y理论]  |  Competing Values Framework[竞值架构] |  Expectancy Theory[期望理论]  |  ERG Theory[ERG理论]  |  Cultural Dimensions[文化尺度]  |   Leadership Continuum[领导连续体]  |  Theory of Needs[需求理论]  |  Managerial Grid[管理方格理论]

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