The Connection Between Personal And Institutional Factors And Female Faculty Satisfaction Essay

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.

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.

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

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

According to Herzberg, individuals are not satisfied with lower-order needs at work, for example, those associated with minimum salary levels or safe and pleasant working conditions. Theses individuals look for the gratification of higher-level psychological needs such as achievement, recognition, responsibility, advancement, and the nature of the work itself. Motivation-hygiene theory, based on the presence of one set of job characteristics or incentives lead to worker satisfaction at work, while another and separate set of job characteristics lead to dissatisfaction at work. Moreover he found that job characteristics related to what an individual does is the nature of the work he performs, having the capacity to gratify such needs such as achievement, competency, status, personal worth, and self-realization, leading to satisfaction. However, the absence of such gratifying job characteristics does not lead to dissatisfaction. Instead, dissatisfaction results from unfavorable assessments of such job-related factors as company

Herzberg’s Motivation-Hygiene Theory- a theory that explores factors associated with satisfaction or dissatisfaction in the workplace (Bell et al., 2014).

Hygiene factors (status, job security, salary and fringe benefits) which do not motivate if present, but if absent will result in demotivation.

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).

that hygiene factors can potentially cause dissatisfaction among their employees, which in turn can lead to the loss of productivity and profitability. Therefore, they gave their employees Herzberg's theory assessment. With these results, the company is able to provide competitive pay and bonuses that can motivate employees to work harder XXXX believes that rewarding hard working employees satisfies the motivating factor of job security. The company confirms

Genting Malaysia concerns about the hygiene factors and motivators. Hygiene factors such as security and interpersonal relationship are well taken. The company ensures a safe workplace by give in Occupational, Safety and Health (“OSH”) aspects. Talks and trainings about the safety and health are provided to the workers to reduce accident rates and achieve better performances. (“Genting Malaysia Berhad – Sustainability”, n.d.). Based on the reviews, Genting Malaysia is success in the interpersonal relationship between the workers. The employees claimed that Genting Malaysia do provide them a warm and friendly environment, bosses and colleagues are working well with each other. (“Resorts World Genting - Career – FAQ”, n.d.). However, these are factors whose absence motivates. Their absence does not cause any particular dissatisfaction, it just fails to motivate. In order to motivate employees, Genting Malaysia gives awards and recognition to the excellent employees. For example, events such as Employee of the Month awards and Employees Appreciation Nights are held to recognize the outstanding employees. (“Genting Malaysia Berhad – Sustainability”, n.d.). However, these are factors whose absence motivates. Their absence does not cause any particular dissatisfaction, it just fails to motivate. In order to motivate employees, Genting gives awards and recognition to the excellent employees. For example, events such as Employee of the Month awards and Employees Appreciation Nights are held to recognise the outstanding employees. (“Genting Malaysia Berhad – Sustainability”, n.d.). The theory is supported with considerable empirical data and is included in other research that is supportive of the original hypothesis. Furthermore, recognizes the fact that motivation comes from within the individual as opposed to any external factors, but doesn't consider individual personalities with regards

In an organization, motivation involves ensuring the employees perform highly to achieve the organization's desired goals. Several motivational theories have been advanced as to explain workers' attitudes towards motivation. One such theory is Herzberg's motivation-hygiene theory (Bauer & Erdogan, 2015). He posits that there are certain factors in the workplace that cause job satisfaction. These include the advancement of an employee’s career. He believed that workers were no longer just satisfied with the minimum basic salary but aimed to achieve more. Herzberg also found there are certain factors in the company that causes dissatisfaction for the employee. These include supervision, company policies, salaries and work conditions. If a business wants to motivate its employees, it should focus on satisfaction factors (Bauer & Erdogan,

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.

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.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

The Herzberg’s two-factor theory (1959), commonly known as the motivation-hygiene theory, implies that there are certain factors at a workplace that result in job satisfaction, while an entirely different set of factors cause employee dissatisfaction (Herzberg, Mausner, & Snyderman, 1959). According to the theory, employee motivation is influenced by two distinct factors. Psychological well-being and satisfaction were factors of the “motivation factors”, while dissatisfaction resulted from the “hygiene factors” (Gibson, et al.; Robbins & Judge, 2010). Herzberg developed this theory by an investigation among 200 accountants and