Motivatoren

Motivatoren, or motivators, are intrinsic factors that increase motivation and job satisfaction by addressing higher-order needs. They include achievement, recognition, the work itself, responsibility, advancement, and opportunities for personal growth. The concept is derived from Frederick Herzberg's two-factor theory (1959), which differentiates motivators from hygiene factors—external conditions such as pay, policies, supervision, and working conditions. According to the theory, motivators contribute to positive job attitudes when present, whereas the absence of hygiene factors can cause dissatisfaction; however, the presence of motivators alone does not offset poor hygiene factors.

In practice, motivatoren are used to design more engaging work and to support organizational development. Applications include job enrichment, which adds meaningful tasks and autonomy; recognition programs; opportunities for advancement and growth; and regular feedback on performance. By incorporating motivators into job design and development policies, organizations aim to enhance intrinsic motivation and long-term engagement.

Criticism and scope: Some researchers question the universality of motivators across cultures and occupations; empirical support is mixed, and results can depend on context and measurement methods. Critics also caution against assuming a clean dichotomy between intrinsic and extrinsic factors, noting interactions between motivators and hygiene conditions.

Beyond the workplace, motivatoren concepts appear in education and sports, where intrinsic drivers such as curiosity, mastery, and personal growth support persistence, learning, and performance. Overall, motivatoren focus on enriching work and activities in ways that fulfill higher-level psychological needs.