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motivator factors
. 
These actively create job satisfaction (they are also called 'satisfiers') and are effective in 
motivating an individual to superior performance and effort.
 
These factors are connected to the 
work itself, including: 

Status (although this may be a hygiene factor too) 

Challenging 
work 

Advancement (or opportunities for it) 

A sense of achievement 

Recognition by colleagues and management 

Growth in the job 

Responsibility 
A lack of motivator factors will encourage employees to concentrate on the hygiene factors. These, 
although they can be regarded as motivators in the very short term, will eventually dissatisfy. 
Herzberg suggested that where there is evidence of poor motivation, such as low productivity, poor 
quality and strikes, management should not pay too much attention to hygiene factors, such as pay and 
conditions. Despite the fact that these are the traditional targets for the aspirations of organised labour, 
their potential for bringing improvements to work attitudes is limited. Instead, Herzberg suggested three 
types of 
job design 
which would offer job satisfaction through enhanced motivator factors. 

Job enlargement 

Job rotation
discussed in Section 5 below. 

Job enrichment 
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CHAPTER 15
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MOTIVATING INDIVIDUALS AND GROUPS 
 
383 
2.3 Evaluating Herzberg's theory 
Herzberg's original study was concerned with 203 Pittsburgh engineers and accountants. His theory has 
therefore been criticised as being based on: 
(a) 
An inadequately small sample size 
(b) 
A limited cultural context (Western professionals) 
The impact of job satisfaction (from motivator factors) on work performance has proved difficult to verify 
and measure.