正解: CCorrect: C
衛生要因（給与・環境・人間関係・方針）は不満を減らしますが、満足や意欲を生むのは達成・承認・仕事内容・責任・成長といった動機づけ要因です。Hygiene factors (pay, conditions, relationships, policies) reduce dissatisfaction, but satisfaction and drive come from motivators such as achievement, recognition, the work itself, responsibility, and growth.
Herzberg は1959年の研究で、職務満足と職務不満足は一つの軸の両端ではなく、異なる要因によって決まると提唱しました。給与、会社の方針、監督のあり方、労働条件、対人関係などの「衛生要因」は、欠けると不満を生みますが、整えても「不満がない」状態に至るだけです。一方、達成感、承認、仕事そのものの面白さ、責任、昇進・成長といった「動機づけ要因」が満足と意欲を生みます。したがって選択肢A・B・Dは衛生要因の改善で期待できる効果ですが、Cは動機づけ要因の領域です。実務上の含意は、給与を上げても意欲が長続きしないのはなぜか、という問いへの答えになります。Herzberg は解決策として「職務充実（job enrichment）」、すなわち仕事に裁量・完結性・フィードバックを組み込むことを提唱しました。Herzberg's 1959 research proposed that job satisfaction and dissatisfaction are driven by different sets of factors rather than being two ends of one scale. Hygiene factors such as salary, company policy, supervision, working conditions, and interpersonal relations cause dissatisfaction when missing, but fixing them only produces the absence of dissatisfaction. Motivators such as achievement, recognition, the work itself, responsibility, and advancement generate satisfaction and drive. Options A, B, and D are plausible effects of improving hygiene, while C belongs to the motivator domain. The practical implication answers a common puzzle: why raises rarely sustain motivation. Herzberg's remedy was job enrichment, building autonomy, task completeness, and feedback into the work itself.
二要因理論は自己申告の回想に基づく研究方法への批判があり、給与が動機づけ要因として働く人もいるなど、個人差や文化差を十分に説明できません。また、衛生要因を「不満をなくすだけ」と軽視すると、低賃金や劣悪な環境を放置する言い訳になりかねません。The theory's self-report methodology has been criticized, and it under-explains individual and cultural differences, such as people for whom pay genuinely motivates. Treating hygiene as merely dissatisfaction-avoidance can also become an excuse to tolerate low pay or poor conditions.
衛生要因は「公正で市場水準」を満たすことを最低条件とした上で、動機づけ要因に投資しましょう。仕事の設計を見直し、担当者が成果を最後まで見届けられる範囲を広げ、具体的な承認を日常化することが、給与改定より持続的な効果を生みます。Treat fair, market-level hygiene as a non-negotiable floor, then invest in motivators. Redesign jobs so people can see work through to a visible result, and make specific recognition routine; these tend to have more durable effects than pay adjustments alone.