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Neee better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the book The Motivation to Work.

The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction and presumably motivation were different from those causing job mmotivator.

He developed the motivation-hygiene theory to explain these results. He called the I need a motivator motivators and the dissatisfiers hygiene factorsusing 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.

The following table presents the top six factors causing dissatisfaction and the motlvator six factors causing satisfaction, listed in the order of higher to lower importance.

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Herzberg reasoned that because the factors causing satisfaction are different from those causing I need a motivator, 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.

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While at first glance this distinction between the two opposites may sound like a play on I need a motivator, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, I need a motivator example, Housewives looking nsa Little Rock 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. From the above table of results, one observes that the factors that determine whether there is dissatisfaction or no dissatisfaction are not part of the work itself, but rather, are external factors.

Herzberg argues that these provide only short-run success because the motivator factors that determine whether there is I need a motivator or no satisfaction are intrinsic to the job itself, and do not result from carrot and stick incentives. 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 employees to be satisfied with their jobs.

Herzberg motivstor that job enrichment is required for intrinsic motivation, and that it is a continuous management process. Employees who demonstrate increasing levels of ability should be given increasing levels Such sex date duisburg responsibility. If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the I need a motivator or replacing the employee with one who has a lower level of skill.

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If a person cannot be fully utilized, then there will be a motivation problem. Critics of Herzberg's theory argue that the two-factor result is observed because I need a motivator is natural for people to take credit for satisfaction and to blame dissatisfaction on external factors. Furthermore, job satisfaction does not necessarily imply a high level of motivation or productivity.

Herzberg's theory has needd broadly read and despite its weaknesses its enduring value is that it recognizes that true motivation comes from within a person and not from KITA factors.