Motivation vs Psychological Contract

Embracing Herzberg's motivation-hygiene theory, the company has embarked on offering its employees incentives that contribute to job satisfaction. The

Based the Hertzberg’s Hygiene and Motivating theory, the author of this article collects data showing that the incomplete motivators may be the reasons why the workers and employees are not satisfied at work and decide to leave and emigrate. Data also show that opinions concerning hygiene and motivating factors are very different amongst the employees with different age, educational level and work position. In general, Almonaitiene’s research matches Hertzberg’s dual factor theory. In order to retain employees, employers need to find out what are the hygiene and motivating factors for different employees. This research helps my essay in small business motivation issues and provide suggestions on motivating factors in small businesses.

crucial in ensuring a company's continued place in their established service areas. While Company Q is

products and services they can sell. Can also put a lot of pressure on staff to

Employees are the most important asset of an organization and organization has the responsibility to keep happy, motivated and satisfied so that their interest does not diminish in work. Moreover, when employees are kept happy and satisfied then their productivity rises as they feel that the company has given them the importance.

Herzberg did a job satisfaction study of accountants and engineers, after that he developed this theory. He found that there are two groups of factors affect to an employee’s job satisfaction or job dissatisfaction. Herzberg's two-factor theory is probably the most widely known and accepted approach relating directly to job satisfaction. Herzberg addressed, the problem of job satisfaction in terms of those factors which cause satisfaction (motivators) and those which cause dissatisfaction (hygiene). This information then becomes the basis for evaluating an individual's job and making the changes necessary to increase worker motivation. Herzberg's two-factor theory of job-satisfaction is not new, as a matter of fact; it dates back to 1959 and is the outgrowth of a research study project on job attitudes conducted by Herzberg, Mausner and

The theory also states the reason why employees are less motivated is due to health factors not being satisfactory. There are two factors in Herzberg’s theory Motivation factors, which include the work, responsibility and achievement and Hygiene factors, which include, relationships between staff, job security, and the environment. According to Herzberg, these types of motivators have an opposite correlation. This means that they tend to inspire motivation when they are present and reduce motivation when they are absent (Thomson, 2015). However, in this setting, the most important motivational factor is making sure everyone in the setting has a positive attitude and the correct information is shared, and this can be done by simply being more approachable towards staff members.

They trust that the heart of the business begins with their qualified and experienced staff and that is the reason they guarantee that they get the most ideal preparing, to the most elevated standard in all parts of the business additionally accept each open door to get outside and take an interest.

To provide our customers with the best possible customer service at all times and to maintain the quality of our products.

Employees need motivation in their day to day work basis. Those who are not motivated keep their performance to an acceptable level by expending only a small amount of their ability. Managers who know how to motivate their employees can achieve high ability levels and consequently high level of performance.

Employees require motivation, reward and encouragement for maximum productivity. Punishment to workers not performing is also mandatory to prevent cases of poor performance. Ethical considerations must be looked at and employees must follow rules and company policies for plans made by management to be successful. Workers and management relate like a family and this has enabled the company perform to its expectation. These plans are aimed at ensuring total customer satisfaction and delight.

Employees satisfied with their work exhibit behavior that makes a difference in the life of the organization. It serves as an inspiration for organizational satisfaction, commitment and desire to stay with the company. A suitable working environment, with fair processes contributes to increase the willingness of employees in performing their functions. Hence, it is vital to develop a positive organizational behavior, and a work environment apt for achieving high-performance goals that result in the organizational success.

Herzberg’s model (1956) is the most used in business. It splits hygiene factors from motivation factors. Hygiene factors are related to salary, working conditions, policies and administration are not managed well lead to dissatisfaction in the employees when they are not satisfied. (Saiyadain, 2009)

For management to reduce hygiene factors, they should focus on the job environment, getting rid of strict policies, procedures, deadlines, micro-management, and working conditions. According to Herzberg, motivating factors associated with the work are to be addressed, with regard to job enrichment, giving opportunities for promotions, assuming responsibility, and achieving self-realization (Herzberg, 1987). Managers fail to motivate and satisfy employees because they focus on the hygiene factors to motivate employees. An ideal manager should pay attention to both sets of factors for productive employees. A traditional approach is to motivate the employee financially, but actual job

Because both the hygiene and motivational factors are viewed as independent, it is possible that employees are neither satisfied nor dissatisfied. This theory postulates that when hygiene factors are low the employee is dissatisfied, but when these factors are high it means the employee is not dissatisfied, but not necessarily satisfied. Whether or not an employee is satisfied is dependent on the motivator factors. Moreover, it is thought that when motivators are met the employee is thought to be satisfied. This separation may aid in