Hertzberg's Hygiene Factors And Motivation In Employee Motisfaction

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Job design
Conceivably it may not be what is done on a day to day basis, but of the nature of the job itself. There is an expectation that by creating a job with a high job satisfaction that employees will naturally be motivated to perform at the highest. Michaelson (2014) extends this view by expressing the significance of making the nature of the job to be meaningful to fully gauge the employee. This is seen to directly impact the employees need for recognition as they believe that their job is making a difference. May (2014) supports Michaelson’s view revealing that the morale and motivation of an employee in a job of poor design could result in employee resentment. Suri (2007) then goes onto conclude how this drop in motivation could cause
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In some organisations the alteration of the job role is illogical as it only slightly improves the performance of intrinsically motivated employees. By ensuring that an organisation tailors it’s working conditions towards the employee, could provide comfort for an employee and thus increases the employee’s satisfaction. Recker (2013) supports this viewpoint implying how the jobs environment could play a significant role in the workers need for recognition. Whilst a large portion of Hertzberg’s Hygiene factors relates to tangible extrinsic factors, an arguably more important aspect is the intangible intrinsic motivators as they are harder to control. Lacey (2015) considers these factors and it could be suggested that creating a positive atmosphere and company ethos could be a relatively cheap method in managing performance. The increase in job enjoyment could assist the engagement of the workforce. Contrary to this view, by replicating ideal working conditions could not only be a costly endeavour, but possibly a wasteful effort.
In contrast to Standards oriented approaches, Excellence orientation tends to appeal to the individual over the organisation. It can be argued that the motivation of the workforce could in fact be the determinant of organisational performance. That said, it has been found that the cost of developing the employee through job design and coaching could cost a business more than its supposed benefit. However, such method have proved to be have an exceptional effect on the individual’s
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