Hi Anshuman,

One of the basic assumptions of the 2 factor theory is that there is a strong correlation between job satisfaction and productivity. Herzberg's theory holds good only if that condition is satisfied. But it need not be true in all cases as job satisfaction is just one factor that may influence productivity. This is also one of the criticisms of this theory.

Regards

Asish

There are two assumptions: One of them is open while the other is implicit. The open one suggests that putting effort in a factor that only works in the negative side is useless once reached the neutral point...we should discuss if Herzberg addressed correctly money as a motivator but it should be a different issue.

The hidden or implicit assumption: If you analyze negative and positive factors, you will find a common point: Motivating factors are linked to personal actions while demotivating factors are linked to actions performed by others. 

Basic assumptions of Herzberg's theory are:

Presence of Hygiene factor will not cause satisfaction but their absence will cause dissatisfaction.

Presence of motivational factors will cause satisfaction but their absence will not cause dissatisfaction 

Jeevan Jyoti is right... also see the attachment

https://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=63&ved=0CCoQFjACODxqFQoTCMCSkZnNkcgCFUe4GgodngEF2g&url=http%3A%2F%2Fwww.grammar.net.nz%2FModules%2FResources%2FDownload.aspx%3FID%3D12442&usg=AFQjCNEBmF7A0W4wO-8FW6pAT61pajG-Dg&sig2=3_VQg4-pXuwktufPHLzdDA&bvm=bv.103627116,d.d2s&cad=rja

HERZBERG isolated two different sets of factors affecting motivation and satisfaction at work.

1. Extrinsic or hygiene Factors : concerned basically with job environment.

According to Herzberg, these factors don't motivate employees. However, when they are absent , extrinsic factors can involve employee dissatisfaction. They include relationship with supervisor, work conditions, salary, status, security,...

2. Intrinsic or Motivators Factors : concerned with job content.

These factors are linked to employee motivation and arise from intrinsic conditions of the job itself. They include responsibility, recognition, self-achievement, freedom,...

Hence, managers should achieve a state of no dissatisfaction by addressing Extrinsic Factors.They could improve motivation by addressing the Motivators.

Think main underlying assumption of Herzberg's 2 Factor Theory of Motivation is that hygiene factors (e.g. salary, working condition etc.) are required but not good enough to generate satisfaction in which we need more than hygiene factors i.e. we need motivators like achievement, recognition, personal growth etc. that can generate satisfaction. 

Think Herzberg's hygiene factors are quite similar to Maslow's lower level needs e.g. physiological & safety needs whereas Herzberg's motivators are very similar to Maslow's higher level needs like belongingness, self-esteem & self-actualization.

Herzberg proposed that beside the existence of hygiene factors we also need motivators (in order to generate satisfaction) whereas Maslow proposed that after we achieved the low level needs, we will move up the ladder to higher level needs.

The posts certainly provide good insights into Herzberg's hygiene-motivator theory.  I would only add that Herzberg showed that hygiene factors can only de-motivate, never motivate, whereas intrinsic motivators have enormous potential to motivate people.

The analogy that makes the most sense to me is that hygiene factors are like air or water--you cannot thrive (or survive) without them.  Without air or water, an individual will only focus on this, but after satiating this need it will cease to be a focus and will certainly not motivate me further.  Herzberg was trying to make the point that it is easy to fall into a trap of emphasizing hygiene factors as managers, but this won't work.

Kent