In the 1950s, Frederick Herzberg classified two sets of needs that he called factors. Herzberg combined lower-level needs into one classification he called maintenance factors and higher-level needs into one classification he called motivators. The two-factor theory proposes that employees are motivated by motivators. Maintenance factors are also called extrinsic motivators, because the motivation comes from outside the job. Motivators are called intrinsic motivators because the motivation comes from the work itself.

Based on their research, Herzberg and his associates disagreed with the traditional view that satisfaction and dissatisfaction were at opposite ends of a single continuum. Instead, they proposed two continuums: one for each type. Herzberg contended that addressing maintenance factors will keep employees from being dissatisfied, but it will not make them satisfied or motivate them. Organizations need to ensure that employees are not dissatisfied with maintenance factors and then focus on motivating them through their jobs.

Employees are more motivated when they feel they are doing meaningful work. One successful way to motivate employees is to build challenges and opportunities for achievement into their jobs. Job enrichment, the Job Characteristics Model, and delegating can be effective motivators.