Herzberg two-factor theory
The theory began with the question: "What do people want to get out of their jobs?" Herzberg performed studies from 1920 to 1954; he found there was a big difference between what people were satisfied / dissatisfied with.
The informants told what they thought led to well-being, and what led to dissatisfaction in the workplace. The analysis showed that the causes that created well-being, was other than those who created dissatisfaction.
The factors that created prosperity (satisfaction) are called motivators:
- Performance.
- Recognition, as opposed to a general and overall sense of "to be appreciated."
- The work itself (interesting, varied, etc.).
- Responsibility (control over their own work).
- Promotion
- Growth (learning of new skills, with greater opportunities for promotion and recognition).

Those factors that create dissatisfaction are called hygiene factors:
- Company policy and administration (the whole company).
- The manager (If he is technically competent, willing to teach and delegate responsibilities).
- Working conditions (purely physical conditions, light, space, etc.).
- Interpersonal relationships
- Financial compensation
- Status (symbols, secretary and an office, etc.).
- Safety at work (service time, the company does well).
- Private Life (in the case of getting a lot of overtime, etc.).

Herzberg concluded:
- Motivation factors create satisfaction to the extent that they are present, but not dissatisfaction if they are not present.
- Hygiene factors can create dissatisfaction to the extent they are not present, but not satisfaction if they are present.
As it is, management can pay good wages, have a good relationship with the workers, good physical working