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Preview: ... d them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction (Source: http://www.netmba.com/mgmt/ob/motivation/herzberg/). <br><br>The study found the top six factors causing dissatisfaction (company policy, supervision, relationship w/boss, work conditions, salary, relationship w/peers) and the top six factors causing satisfaction (achievement, recognition, work itself, responsibility, advancement, and growth). Accordion to theory, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction/ First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow (Source: http://www.netmba.com/mgmt/ob/motivation/herzberg/). <br><br>In other words, environmental or external issues are at the core of the Hygiene Factor. These are needed to ensure employee satisfaction, such as work conditions, salary, status, policies and procedures, interpersonal relationships, job security. Employees who are adversely affected by their work conditions have a higher-level rate of absenteeism and low job performance. Organizations that are not successful at meeting the needs of their employees with regard to these hygiene factors also see a higher level of employee burnout and turnover. Herzberg concluded that hygiene issues must be dealt with effectively before motivation can take place. They will not motivate employees but can minimize dissatisfaction. Once they are addressed, the motivators will promote job satisfaction and encourage production. Herzberg argues that these provide only short-run success because the motivator factors that determine whether there is satisfaction or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives. Motivation will come from the need for recognition for achievements, and the desire to gain higher levels of responsibility. At the same time hygiene factors like salary, status, and job security, along with company policies and procedures will affect their job performance. (Source: http://www.netmba.com/mgmt/ob/motivation/herzberg/). <br><br><br><br>EXCERPT: Work Motivation <br><br>Implications for Management <br><br>If the motivation-hygiene theory holds, management not only must provide hygiene factors to avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order for employee ...
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