Health professionals are constantly in a position to motivate clients to improve their health. There are whole workshops on how to help people live healthier and happier lives. Frederick Herzberg developed one of the popular needs-based motivation theories that managers in the business community use quite often.
In this article, I will explain how Herzberg came to develop his theory, explain how it differs from other popular theories, and give practical examples of how the theory is put into play.
There are many parallels between Herzberg’s theory and the more well-known Maslow’s Hierarchy of Needs theory of motivation. Both promote that a person’s basic needs must be met before higher, more enriching needs can be addressed. Herzberg just uses a different phraseology, really. The big difference between the two theories is that Herzberg believes that you can have dissatisfaction and satisfaction at the same time. Motivation is a very challenging topic. I work to motivate clients every day, so this theory, by addressing the gap between the two, helps me consider what may be missing in a client’s basic needs, which may be preventing them from achieving a goal they have . place.
Frederick Herzberg developed his theory as a result of research by 200 accountants and engineers in Pittsburgh, Pennsylvania, and published his findings in the book, motivation to workin 1959. The results of this study were surprising to Herzberg and his colleagues, but led to what was originally known as the two factor theory, which has been a major influence on the way managers think about motivation. Herzberg found that there were two completely different sets of factors associated with the feelings people had about work. Although the current theory is that there was only a one-dimensional satisfaction line (a person was satisfied or dissatisfied with his work), Herzberg felt that there were actually two dimensions at play. There were factors that really motivated people, but then there were other factors that led to dissatisfaction and did not influence motivation. Motivational factors addressed the amount of satisfaction and psychological growth a person experienced, with dissatisfaction based on hygiene factors. Until the hygiene factors were satisfied, a person would continue to experience some aspect of dissatisfaction. On the other hand, once there was no more dissatisfaction, it no longer made sense to focus on improving hygiene factors, but it was time to focus on motivating factors.
While hygiene factors are not the source of satisfaction, these issues must first be addressed to create an environment in which personal satisfaction and motivation can be possible. Examples of hygiene factors include the actual living conditions of the person, the quality of their personal relationships, their income and how they like their work, the status they have in the community or their work, job security. The absence of these factors leads to dissatisfaction.
How many times have you worked with a client who wants to lose weight, only to hear about personal problems at home? These personal issues represent a ‘hygiene’ factor that needs to be dealt with before they achieve more, such as staying motivated to focus on healthy eating and exercise.
Another example of a hygiene factor is your financial position. If they worry about paying the bills, their attention will be distracted from your health tips. They may be wondering how they can afford to buy more fruit or how they can really justify their services at this time.
A person’s social situation is another area to investigate. Social relationships both in your personal life and in your work environment can be a source of support while you work on improving your health habits. Many people like to share their goals and challenges with others and some will use that time to use their friends and colleagues as a source of motivation and encouragement. If they lack that support system, it’s important to consider how they will stay on track.
Finally, if your client is not satisfied with their job or work environment, again, they are dealing with hygiene factors and may seem less motivated to work on their health issues.
The examples above are just a few to consider before moving on to motivating factors. Ignoring these issues could spell failure for your client, which will ultimately reflect on your practice. Although many of these issues seem to be outside the scope of practice for many healthcare professionals, this emphasizes the need for a wide range of resources to which you can refer your clients for further help in a variety of areas. It also points out the importance of really knowing the needs and concerns of your customers. If you don’t understand what else is going on in their lives, you will continue to push them to make health changes that they just aren’t ready to make right now!
Examples of motivators include things that enrich our lives. For clients, this can include examples such as the achievement of a personal goal they have set with you, the recognition for that achievement, the amount of responsibility the person has for not only achieving that goal but also for themselves. Also included is the interest they have in the task they have chosen, the likelihood of success, and the possibility of growth in other areas of their lives as a result, such as increased self-esteem, better relationships with others, etc. The absence of these factors leads to lack of satisfaction and lack of motivation.
Perhaps most important to client motivation is helping people believe that the work they are doing is important and that their tasks make sense. Share success stories from other customers to show them that their efforts can succeed. Make a big deal out of meaningful tasks that may have become mundane along the way. Continually encourage and congratulate them on their progress and efforts.
To help clients feel that they are doing a good job, they must be placed in positions where they are not set up for failure. Help them set clear, achievable goals, and make sure they know what those goals are at every visit. Adjust goals as needed along the way. People need regular and timely feedback on how they are doing.
Clients will also be more motivated if they have ownership of your work. This means giving them enough freedom and power to carry out their tasks so that they feel they ‘own’ the result. They are the ones who must create their goals and strategies for how they are going to achieve them. Your role is one of motivation, education and unconditional support. Others in your lives may show frustration at your occasional setbacks and expect more progress, so you need someone ‘in your corner’, so to speak.
I took Herzberg’s theory of the dual structure of motivation and applied it to motivate clients in the healthcare setting. In the business community, this theory is applied to employees, but there are many who disagree with this theory, because Herzberg does not include pay in the category of motivators. However, just as we could say that if people improved their health, they would feel better and their relationships and so on would improve, the reality is that until a person has these other ‘hygiene’ factors under control, they will not be motivated. Take steps to improve your health.