Why Do My Employees Leave?

“Let us realize that: the privilege to work is a gift, the power to work is a blessing, the love of work is success!”

David O. McKay

Have you ever wondered why a pay raise or better office space might stop employees from complaining—but won’t necessarily make them more engaged? Or why some team members thrive on challenging projects while others seem indifferent even with perks?

The answers lie in Herzberg’s Two-Factor Theory, a business/ psychology model that reshaped how we think about workplace motivation.

What Is Herzberg’s Theory?

Developed by psychologist Frederick Herzberg in the 1950s, this theory splits workplace factors into two distinct categories:

1. Hygiene Factors (Dissatisfiers)
   • These are basic necessities—like salary, job security, and working conditions—that prevent dissatisfaction when met but don’t motivate employees on their own.

Here are three real-world examples illustrating how hygiene factors (salary, job security, working conditions) prevent dissatisfaction but fail to motivate employees on their own:

1. Tech Startup with Competitive Pay but Weak Career Growth
   A startup offers high salaries, ergonomic workstations, and flexible hours, ensuring employees are comfortable and well-compensated. However, the lack of career advancement opportunities or challenging projects leads to stagnation and disengagement over time. Despite strong hygiene factors, the absence of motivators like growth and recognition limits long-term satisfaction.
2. Retail Chain with Strict Policies and High Turnover
   Employees receive fair pay and safe working conditions, but rigid policies (e.g., strict dress codes, timed breaks) and minimal recognition programs create a controlling environment. While basic needs are met, the lack of autonomy, respect, or career-building opportunities results in frequent turnover and low motivation.
3. Hospital Unit with Decent Facilities but No Recognition
   Nurses have adequate safety measures, fair scheduling, and stable pay, preventing dissatisfaction. However, without programs acknowledging their efforts (e.g., awards, professional development), their commitment wanes. The unit meets hygiene needs but fails to inspire higher performance or loyalty.

In each case, hygiene factors (salary, security, conditions) prevent active dissatisfaction but do not drive engagement—aligning with Herzberg’s theory that motivators (e.g., growth, recognition) are required for true job satisfaction.

2. Motivators (Satisfiers)

• These intrinsic rewards—such as recognition, meaningful work, and growth opportunities—drive genuine satisfaction and engagement.

Here are three real-world examples from large, successful dental practices where granting autonomy fueled employee passion and productivity:

1. Empowered Hygienists in a Corporate Chain
   A multi-location dental group implemented a policy allowing hygienists to autonomously design treatment plans and schedule follow-ups without dentist approval for routine cases. This shift led to a 20% increase in patient retention, as hygienists reported feeling “trusted as clinical experts” and invested more deeply in patient relationships. The practice saw reduced no-show rates and higher case acceptance for preventive car.
2. Associate Dentists with Clinical Independence
   A large practice introduced a mentorship-to-autonomy model, where associate dentists gradually gained full control over complex treatments (e.g., implants, restorative cases) after proving competency. One associate developed a streamlined crown protocol that cut lab turnaround time by 30%, which was later adopted clinic-wide. The practice credited this autonomy with reducing turnover among associates by 40% over two years.
3. Staff-Driven Process Innovation
   A 10-location pediatric dental group created an “Idea Hub” program, empowering assistants and front-desk staff to propose and pilot workflow changes. One team redesigned the appointment reminder system, reducing late cancellations by 25%. Another implemented a sterilization tracking tool that cut instrument turnaround time by 15%. The practice reported a 35% boost in employee satisfaction scores, linking it to the tangible impact of staff autonomy.

These examples align with research showing that autonomy in dentistry enhances both job satisfaction (through ownership of work) and operational outcomes (through decentralized problem-solving.)

Key Insight: Satisfaction ≠ The Opposite of Dissatisfaction

Herzberg’s big “aha” moment was realizing that removing frustrations (e.g., low pay) only brings employees to a neutral state.

To truly motivate them, you need to add motivators like achievement and responsibility.

Why This Matters Today

While newer theories exist, such as the Job Characteristics Model (Hackman & Oldham, 1976) which identifies five job traits that drive motivation, Equity Theory (Adams, 1963) which proposes motivation stems from fairness in rewards relative to effort and peers’ treatment, and several others, Herzberg’s framework remains a gold standard for managers. Consider:

Google: Balancing Hygiene and Motivators

Hygiene Factors (Preventing Dissatisfaction):

• Top-tier compensation: Competitive salaries, free meals, gym memberships, and hybrid work options35.
• Workplace stability: Onsite healthcare, wellness programs, and the “150 Feet from Food Rule” to ensure convenience3.
• Job security: Robust benefits (e.g., parental leave, tuition reimbursement) reduce turnover concerns8.

Motivators (Driving Engagement):

• Autonomy: The “20% Time Rule” lets employees pursue passion projects, leading to innovations like Gmail23.
• Growth opportunities: Reimbursement for skill-building courses and clear career pathways38.
• Purpose: Data-driven projects (e.g., A/B testing) give employees measurable impact2.

Result: Google’s dual focus on stability and creativity fosters high retention and breakthrough innovations.

Amazon: Motivators Offset Hygiene Gaps

Hygiene Shortfalls (Causing Dissatisfaction):

• Stressful conditions: Reports of burnout, 60+ hour workweeks, and “relentless” expectations.
• Job insecurity: Performance improvement plans (PIPs) and high attrition rates.

Motivators (Retaining Talent Despite Challenges):

• High-impact projects: Opportunities in cutting-edge areas (e.g., Prime Air, AWS) attract ambitious employees.
• Upskilling: Tuition reimbursement and internal training programs promise career growth.
• Unconventional rewards: “Pay to Quit” ($2K–$5K offers) paradoxically strengthens commitment by filtering disengaged workers.

Result: Amazon’s motivators compensate for poor hygiene but risk long-term burnout and reputational damage47.

Key Contrasts

Aspect	Google	Amazon
Hygiene	Exemplary (prevents turnover)	Weak (fuels dissatisfaction)
Motivators	Autonomy + purpose (sustains innovation)	High-impact work (offsets stress)
Outcome	High engagement, low attrition	Talent retention despite friction

While Google’s holistic approach aligns with Herzberg’s ideal, Amazon demonstrates that motivators alone can retain talent—but at a cultural cost.

How to Apply Herzberg’s Theory

1. Fix the Basics First
   • Survey your team: Are there unresolved hygiene issues like unclear policies or unfair pay? Address these to eliminate dissatisfaction.
2. Then, Fuel Motivation
   • Recognize achievements publicly.
   • Design roles with autonomy and challenge.
   • Offer career development paths.
3. Measure and Adapt
   • Track trends in engagement. A one-time bonus (hygiene) may boost morale temporarily, but ongoing mentorship (motivator) sustains it.

The Bottom Line

Herzberg teaches us that motivation isn’t one-size-fits-all. By balancing hygiene factors and motivators, you create an environment where employees don’t just stick around—they thrive.

Next Step: Audit your workplace. Where could you reduce dissatisfaction? Where could you amplify meaning? The gap between the two holds the key to unlocking your team’s potential.

Abe Jarjoura D.D.S., M.S.

abejarjoura.com

Founder: Dental Care Team

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