Cultivating Employee Engagement - William Kahn's Perspective and Fredreick Herzberg's Two-Factor Theory
I was recently introduced to Jennifer Moss Inc. and her influential journalism on the topic of workplace happiness, well-being, and burnout via Dart Lindsley and his equally influence pod, Work for Humans. To my delight, Jennifer and Dart had a healthy debate about Fredrick Herzberg and his decades-old workplace hygiene/motivation theory called the Two-Factor Theory which is included in Jennifer's new book, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It.
Also included in The Burnout Epidemic, on page 155, is an introduction to William Kahn who is 'essentially the founding father of employee engagement'. Kahn's work in the 1990's was influenced by Herzberg as well as Hackman and Oldham's Job Characteristic Model which I've written about previously.
The following is a high-level overview of Herzberg and Kahn's work and a few simple actions leaders can take to begin cultivating a healthy work environment.
Employee engagement is a crucial aspect of organizational success, contributing to productivity, creativity, and overall job satisfaction. William Kahn, a prominent organizational psychologist, has significantly influenced our understanding of employee engagement by introducing the concept of "psychological engagement." Kahn's work builds on Frederick Herzberg's Two-Factor Theory, which identifies factors that contribute to job satisfaction (motivators) and those that prevent dissatisfaction (hygiene factors). By combining these theories, leaders can create a workplace environment that fosters engagement and prevents burnout.
Understanding William Kahn's Concept of Psychological Engagement:
William Kahn introduced the concept of psychological engagement, emphasizing the importance of an employee's emotional and mental connection to their work. Unlike Herzberg's Two-Factor Theory, which primarily focuses on external factors influencing job satisfaction, Kahn's theory delves into the internal aspects of an individual's relationship with their work.
Kahn identifies three core psychological needs that, when met, contribute to employee engagement:
Meaningfulness: Employees seek a sense of purpose and significance in their work. Leaders should align organizational goals with individual values, providing employees with a clear understanding of how their contributions contribute to the broader objectives.
Safety: Employees need to feel psychologically safe to express their true selves at work without fear of reprisal. Leaders can cultivate a culture of trust and openness, encouraging communication and collaboration while valuing diverse perspectives.
Availability: This involves the extent to which employees can personally invest themselves in their work. Leaders should encourage autonomy, giving employees the freedom to use their skills and creativity, fostering a sense of ownership and pride in their contributions.
Integrating Herzberg's Two-Factor Theory:
Herzberg's Two-Factor Theory complements Kahn's perspective by addressing the external factors that contribute to job satisfaction and prevent dissatisfaction. Motivators, such as recognition, responsibility, and achievement, contribute positively to job satisfaction, while hygiene factors, like working conditions and job security, prevent dissatisfaction.
Leadership Actions for Cultivating a Healthy Work Environment:
To foster employee engagement and prevent burnout for future generations, leaders can take the following actions:
Recognition and Appreciation: Acknowledge and appreciate employees' contributions regularly. Create a culture where achievements are recognized, and individuals feel valued for their hard work. This aligns with Herzberg's motivators, fostering a positive work environment.
Empowerment and Autonomy: Provide employees with opportunities for personal and professional growth. Foster an environment that encourages autonomy and responsibility, allowing individuals to take ownership of their work. This addresses Kahn's need for availability and contributes to overall job satisfaction.
Promote Work-Life Balance: Recognize the importance of work-life balance to prevent burnout. Implement policies that support flexible working hours, remote work options, and time-off benefits. A healthy work-life balance aligns with both Herzberg's hygiene factors and Kahn's safety, demonstrating an organization's commitment to employee well-being.
Cultivating employee engagement involves understanding and addressing both internal and external factors that contribute to job satisfaction. By combining William Kahn's concept of psychological engagement with Frederick Herzberg's Two-Factor Theory, leaders can create a holistic approach to building a healthy work environment. Taking actions such as recognition, empowerment, and promoting work-life balance will not only enhance employee engagement but also prevent burnout, ensuring a sustainable and fulfilling workplace for future generations.
References:
Herzberg, F. (1959). The Motivation-Hygiene Concept and Problems of Manpower. "Personnel Administrator," 22(1), 3–7.
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. "Academy of Management Journal," 33(4), 692–724.
Go Deeper
Interested in understanding how good your job is – how well your job is designed to provide a positive, motivating work experience? Take the Mojo Survey developed by Thomas Bertels at Purpose Works Consulting LLC which is partially based on Herzberg's Two-Factor Theory.