What it measures
Fixing a hygiene factor stops people being unhappy but rarely makes them motivated, and the reverse is also true. Measuring the two separately stops you spending on the wrong lever.
The report shows which factors actually drive a sense of achievement and growth in your organisation, using the responses themselves rather than assumptions.
Achievement and growth
A sense of accomplishment and room to grow.
Pay and job security
Fair pay and job security.
Recognition
Being recognised for good work.
Supervision and policy
How people are supervised and how company policies are applied.
The work itself
Whether the work is interesting and worthwhile in itself.
Working conditions
The physical and practical conditions of work.
The 12 questions
Exactly what respondents see, grouped by theme. Each statement is answered on a five-point scale:
Achievement and growth
- I regularly get the chance to accomplish something that feels meaningful.
- I can see a realistic path for how I might grow or advance here.
Pay and job security
- I feel fairly compensated for the work I do.
- I feel secure in my job here.
Recognition
- My contributions are recognized when I do good work.
- I feel my achievements get noticed, not just my mistakes.
Supervision and policy
- My manager is competent at their job.
- The policies and procedures here are reasonable and clearly communicated.
The work itself
- The work itself is genuinely interesting to me.
- I have real responsibility over the work I do.
Working conditions
- I have the tools, workspace, and schedule I need to do my job well.
- My day-to-day workload is manageable.
In the live survey, questions are shown one at a time.
How it is scored and kept anonymous
- Each theme’s score is the average of its statements on a 1–5 scale, worked out per person first and then averaged, so everyone counts equally.
- Every score shows a 95% confidence range, so a small team’s result isn’t read as more precise than it is.
- Any team or group with fewer than 5 responses is hidden on every chart and export. Their answers still count in the organisation-wide score.
- Answers are stored against a single-use survey link, never a name or email. Leaders see averages and how answers are spread, never an individual’s answers.
- When you run the survey again, each organisation-wide change is tested for statistical significance and marked as a real change or as noise.
When to use it
Useful before a compensation or benefits review, during retention problems, or when engagement is falling and the cause is unclear.
Research basis
Frederick Herzberg’s two-factor theory (The Motivation to Work, 1959). Statements are written for this module.
See what leaders get
The sample report shows a full run of this survey for Meridian Tech Services, a fictional 800-person IT services company with simulated responses, scored by the same engine your organisation would use: scores with confidence ranges, team comparisons, real-versus-noise changes since the last round, and where to act first.
Questions about this survey
What are hygiene factors?
In Herzberg’s model, hygiene factors such as pay, security, conditions and policy cause dissatisfaction when they are poor, but don’t create motivation when they are good. Motivators such as the work itself and achievement do.
Will this tell us whether pay is the problem?
It shows how pay and security score against the motivators, by team, and whether those scores are changing, which is a better guide than exit-interview anecdotes.
How long is it?
Twelve statements on a five-point scale, about three minutes.