Case Study Of Erasmus Sport Center

Factors such as recognition, achievement, advancement, and growth can trigger motivation. They call these factors motivators. Motivators, such as salary, working condition, status, and security are called hygiene factors, which tend to eliminate dissatisfaction" (Robbins, 1996).

Herzberg’s two factor theory of motivation at the workplace shows the difference between two factors of motivation. The two factors being satisfiers, which are the main causes for job satisfaction (motivation), from hygiene factors which are the main causes for job dissatisfaction (demotivation to stay in the job). Examples of motivating factors are achievement, recognition, responsibility and the work itself. Hygiene factors include: working conditions, salary, relationship with colleagues, supervision, etc. An organisation needs to influence satisfiers through performance management using range of tools such as: job descriptions, supervision, performance appraisals, continuous development/training, rewards and career development.

This is achieved by applying ‘hygiene factors’ and ‘motivators’ (Herzberg, 1978). Hygiene factors such as remuneration must be present if employees are to perform at all, but these factors alone do not generate high levels of commitment and enthusiasm; motivators such as career development may however turn satisfactory performers into good or excellent performers.

According to the Two-Factor theory (Herzberg’s motivation-hygiene theory), which is closely related to the Maslow’s theory of motivation, such factors as salary or safe and pleasant working conditions (hygiene factors)

unhappiness out of working. They are also referred to as 'hygiene' factors. Such hygiene factors, if not satisfied, had an effect of reduced employee efficiency.

According to Herzberg two factor theory there are “two issues that play an important role in the workplace experience: hygiene factors and motivational factors”( Fischer and Baack, 2013 ). Hygiene factors contains wages, hours, working conditions and relationships with supervisors. Motivational factors consist of achievements, recognition, actual work or job, responsibility, and the chance for advancement or growth, and relationships with peers. Herzberg states that a person is either satisfied and driven or unfulfilled and

Hygiene factors which do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, such as Company policy, Supervision, Relationship with boss, Work conditions, Salary, Relationship with peers, Security.

Primary activities Number one sports relate at once to the bodily creation, sale, upkeep and aid of a products or services. They consist of the subsequent: Inbound logistics - these are all of the processes related to receiving, storing, and distributing inputs internally. Operations - these are the transformation sports that trade inputs into outputs which can be sold to customers. These are such things as collection, garage, and distribution structures, and they will be internal or outside in your organisation. Marketing and sales - those are the techniques you use to persuade clients to buy from you rather than your competitors. Provider - those are the sports associated with maintaining the cost of your products or

Herzberg, a pioneer in motivation theory, determined that there are two factors that motivate employees: high-order needs and low-order needs. Those high-order needs are met by intrinsic motivation, such as fulfilling our personal needs and growth: achievements, recognition, promotions, work itself, and responsibility. He refers to low-order needs as hygienic factors; those needs cannot motivate employees but can minimize dissatisfaction in the work-place. Hygienic factors include, pay, company guidelines, quality of supervision, working conditions, relationships with co-workers, and job security (Damij, 2015, p.2).

Motivation is crucial for an athlete in order to want to win. It is hard to want to win if you have no motivation. The main aspect of motivation in terms of the self-determination theory is intrinsic motivation. The self-determination theory can be defined as “a highly appropriate conceptual framework from which to study sport persistence and dropout” (Calvo, Cervelló, Jiménez, Iglesias, & Moreno Murcia, 2010). Intrinsic Motivation can be defined as “an athlete taking up playing a sport just for the enjoyment of playing a sport” (Pelletier, Tuson, Fortier, Vallerand, & Briére, 1995). It is important to realize that the self-determination theory affects an athlete’s motivation intrinsically (internally) because the self-determination theory uses factors like “autonomy” and “competence” to motivate an athlete to play better in their sport. Most athletes, now and in the past, find it easier to motivate themselves intrinsically if they enjoy the sport or have fun while playing the sport (Ryan & Deci, 1985).

This theory is concerned with job environment and is extrinsic to the job itself. These models are called ‘hygiene’ factors and include such elements as: company policies and administration supervision working conditions interpersonal relations money, status and security. The other set of factors are those which, if present, serve to motivate the individual to superior effort and performance (Loiseau, 2011). This is ‘motivators’ or growth factors such as achievement, increased responsibility, challenging work, recognition for achievements, growth and development (Loiseau,

According to Herzberg, the factors leading to job satisfaction are distinctly different from those that lead to job-dissatisfaction. Therefore, the managers who seek to eliminate factors that create job-dissatisfaction can bring about peace at the workplace but cannot motivate the employees. These factors are termed as hygiene factors comprising administration, supervision, working conditions, salary and wages etc. While absence of hygiene factors will lead to dissatisfaction, mere presence of these factors will not satisfy (i.e. motivate) the employees. In order to motivate the employees, managers must resort to ‘motivators’ (those factors that motivate the employees towards better performance) such as recognition, challenging assignment, responsibility, opportunities for growth and self-fulfillment etc.

Herzberg’s two-factor theory Psychologist Frederick Herzberg developed a ‘two-factor’ theory for motivation based on ‘motivators’ and ‘hygience factors’. Hygience factors are basic human needs at work. It do not motivate but failure to meet them causes dissatisfaction. The hygience factors

The study, as reported in the journal, was using Herzberg’s Hygiene Factors and Motivators to examine (a) what motivates employees in the retail industry and (b) their levels of jobs satisfaction. Tan & Waheed (2011) stated that the survey was done by way of convenient sampling to select sales personnel from women’s clothing stores at Bandar Sunway shopping mall located at Selangor, Malaysia. One hundred and eighty selected sales personnel of heterogeneity were surveyed by a questionnaire written in English. The questionnaire included a series of statements and questions pertaining to determinants of job satisfaction. The survey candidates were requested to indicate their degree of agreement to each. According to the researchers, linear regression analysis was performed to test the relationship between Herzberg’s Two-Factor Theory and job satisfaction and further analysis was done evaluating the relationship between money and job satisfaction.

A 5 storey carpark with a 600 car capacity will also be built to accommodate visitors and staff alike. The Sports Complex on the other hand, will be very professionally furnished and supplied with the latest in exercise equipment for the users’ benefit. An Olympic sized outdoor swimming pool will also be built, which can even be used in local water sports events. Duo Designers are the interior designers of choice who will be engaged in the project.