Job Satisfaction vs. Dissatisfaction: What Herzberg’s Theory Teaches About Career Decisions
What if I told you that the opposite of Career satisfaction is not career dissatisfaction? What if they sit on two different scales?
That is precisely what Frederick Herzberg postulated in his Two-Factor Theory in the 1950s after interviewing employees and asking them to recall exceptionally good and bad experiences in their jobs. In his also called Motivation-Hygiene Theory he noticed that those aspects of jobs that create satisfaction were related to growth opportunities, achievement and recognition, while aspects like payment, management, job security and work environment were more related to job dissatisfaction.
In essence, what he postulated was that job satisfaction and job dissatisfaction were two different scales. The opposite of job satisfaction is actually no-satisfaction, and the opposite side of dissatisfaction is no-dissatisfaction.
Hence, on one hand we have the satisfaction / no-satisfaction axis, which Herzberg called the Motivator factors as these elements when present contribute to create long lasting motivation in the employees. Which elements are we talking about? Mostly intrinsic factors to the tasks or the role itself: challenges, autonomy in decision making, personal growth and development opportunities, recognition, responsibility, etc. When these elements are not present, employees may feel no-satisfaction, which can be reflected in a lack of motivation and low performance but does not necessarily lead to quitting.
On the other hand we have the dissatisfaction / no-dissatisfaction axis, named as the Hygiene factors. These are extrinsic factors to the tasks like salary, company policies, working conditions, job security or even commuting. When inadequate, they may cause dissatisfaction. When good, they cause no-dissatisfaction. Herzberg actually suggested that the main reason why employees leave their jobs is because of poor extrinsic (Hygiene) factors. How many times, motivated employees leave their jobs for a better offer or when they become exhausted from dealing with poor management and a toxic working environment?
From the perspective of the organization therefore, Hygiene factors are crucial for employee retention, while Motivational factors are the key for long term motivation and engagement.
Now, try these 4 exercises to apply this theory to your own career decisions:
Clarity on Why You’re Unhappy at Work:
Many people confuse lack of satisfaction with actual dissatisfaction. But as we just explained, this discomfort can have different roots: you may be no-satisfied (missing motivator factors) or actually being dissatisfied (poor hygiene factors). Gaining clarity on the main reason will help you decide whether you need a new role—or just a shift in responsibilities or work environment.
Exercise: Start by listing all the things that are causing your discomfort, list as many elements as possible and then identify if they are Motivators factors or Hygiene factors. Can you find a trend?
2. Better Career Choices Beyond Salary
This theory reminds us that while salary and job security (hygiene factors) are important, they don’t create long-term fulfillment.
When evaluating new opportunities, you can prioritize motivators like meaningful work, learning opportunities, and recognition—factors that lead to sustainable satisfaction.
Exercise: When considering a new role, score it from 1–5 on hygiene factors (salary, job security, conditions) and motivators (growth, recognition, meaning). Then compare the balance: Does this role only prevent dissatisfaction, or will it also bring long-term fulfillment?
3. Reveals your personal patterns of what truly drives your work satisfaction
The truth is that not everybody wants the same. Some people crave roles that truly satisfy them, roles rich in Motivator factors (recognition, autonomy, responsibility, personal growth, meaningful work, advancement).
Many others are completely fine in performing no-satisfying jobs as long as the hygiene factors are good (salary, job security, work environment, benefits package etc). Can you recall a time when your role no longer motivated you but you didn’t want to quit because the pay was too good and real job stability?
Exercise:
Write down 3–5 moments in your career when you felt most motivated.
Write down 3–5 moments when you felt most frustrated.
Identify which were linked to motivators vs hygiene factors. Can you find any trends?
4. Strategic Job Negotiations:
In job discussions or promotions, you can separate what prevents dissatisfaction (fair pay, clear policies, safe conditions) from what truly drives satisfaction (recognition, autonomy, growth). Consider negotiating not just salary, but also professional development opportunities, job enrichment, and recognition structures. Strategic Job Negotiations
In conclusion, Herzberg’s theory is more than an organizational framework—it’s a tool you can use to make wiser, more intentional career decisions. By learning to separate what truly drives your satisfaction from what only prevents dissatisfaction, you gain the clarity to negotiate better, choose roles that align with your values, and design a career path that actually fulfills you.
So, let me leave you with this question: Are you staying in your job because the hygiene factors are “good enough,” or are you building a career that truly motivates and excites you?