Tough economic times: The impact on employee motivation and morale

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Chapter Two
The main purpose of this project is to uncover factors responsible for causing a 36% decrease in employee satisfaction for the department of EHS over a 5-year period (2005-2010) reported in EHS’s 2010 employee satisfaction survey (EHS, 2005; EHS, 2010). With over 64,000 full-time employees making up the State of Colorado’s workforce it is imperative to determine how best to improve employee satisfaction and morale as these directly affect job performance and workplace safety (Barling, Kelloway, & Iverson, 2003; STAR, 2009). The objective of Chapter two is to provide information regarding employee satisfaction and the examination of the capstone’s project theoretical framework. Having a clear understanding of
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With so many competing theories there is no generally accepted definition of motivation however, they all focus on factors that can energize, direct, sustain, or stop human behavior to achieve a desired objective (Gibson, et al., 2009; Robbins & Coulter, 2007). Understanding the motivation of employees is extremely important to managers and supervisors, especially in today’s industries with limited budgets and inability to reward workers financially (Sirota, Mischkind, & Meltzer, 2006). Well-motivated employees can lead to the result of higher productivity; higher performance and it can also help to improve the work quality and profits across all the departments. There are many theorists have complied their own conclusions and consequently a wide variety of motivational theory has been produced.
Herzberg’s Two-Factor Theory
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
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