Psychologist Frederick Herzberg conducted a study asking people to describe satisfying and dissatisfying job experiences to determine factors that influence job satisfaction. He identified two sets of factors: motivators related to job satisfaction like achievement, recognition, responsibility and maintenance factors related to job dissatisfaction like company policies, supervision quality, relationships and work conditions. Managers can motivate employees by providing opportunities for achievement and growth to satisfy higher needs, while maintaining employees by addressing lower level needs through job security and fair treatment.

1. 4/9/2017
Satisfaction and Dissatisfaction on the Job
bizeducator.com/satisfaction-and-dissatisfaction-on-the-job/
In an attempt to determine what factors lead to worker job satisfaction, psychologist Frederick Herzberg conducted a
study in which people were asked to describe their most satisfying and dissatisfying experiences on the job and to
give the reasons why. They also were asked to describe their levels of performance in the two experiences.
Think about a time when you were most satisfied on the job. It could be your present job, or a past job in the same or
a different organization. What made the job so satisfying? What was the quality of your work? Similarly, think about a
time when you were most dissatisfied on the job.
What made the job dissatisfying?
What was the quality of your work?
Was it as good as when you worked at the job where more of your needs were met?
When these questions were asked of large groups of people, two different sets of factors typically appeared where
responses were analyzed. We call these sets of work issues motivators and maintenance factors.
For motivators, certain factors related to the satisfaction of higher-level needs (esteem and self-actualization) appear
frequently when individuals describe their most satisfying experiences on the job:
Achievement
Employees indicated that they were accomplishing something of genuine value on the job.
Recognition
Employees indicated that they received appropriate recognition for their work.
Responsibility
Employees indicated that they had responsibility for their work or the work of others.
Work itself
Employees indicated that the work itself was enjoyable.
Advancement
Employees indicated that the job led to a promotion or a better position.
Personal growth
Employees indicated that they learned new knowledge or skills as a result of having the job.
While each factor was not present in every description of an individual’s most satisfying experience, nearly all
included at least one of the factors.
These factors became known as motivators since the surveyed individuals indicated that they were performing their
jobs at a very high level.
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2. The impact of motivators is felt on the job for a long time. How many of these factors were present when you had
your most satisfying work experience?
Dissatisfaction on the Job
In the same survey, these same people described their least satisfying experience on the job.
The factors that appeared were not the absence of motivators but the presence of a different group of factors.
These latter factors were originally called hygiene factors, reflecting Herzberg’s earliest work with the
pharmaceutical industry. He used the analogy of hygiene as being a way to avoid illness (dissatisfaction on the job)
and because the factors appear to be related to lower-level needs.
These factors associated with dissatisfaction are now usually described as maintenance factors since they
“maintain” people on the job but do not promote performance above minimal levels:
Policies and administration: Employees indicated that they had problems with their organization’s policies and
administrative procedures.
Quality of supervision: Employees indicated dissatisfaction with the quality of supervision they received.
Relationships with others: Employees indicated dissatisfaction with the interpersonal relationships they had with
seniors, peers, and subordinates.
Work conditions: Employees indicated that they had problems with the work environment and conditions.
Salary: Employees indicated that their salaries did not reflect their performance or their contributions to the
organization.
Impact of the job on personal life: Employees indicated that the job had an adverse effect on their personal lives.
How many of these factors were present when you had your least satisfying work experience?
Finally as a manager, you need to realize that you can maintain your employees by providing a safe and secure
work environment where their lower-level needs are satisfied (maintenance factors).
You can also motivate them when they have an opportunity to achieve, grow, and be recognized to satisfy higher-
level needs. Maintenance factors will not motivate workers after the related lower-level needs are satisfied;
motivators are necessary to sustain performance. Let’s take a look at several types of motivators.
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3. BY BIZEDUCATOR
Overcoming Fear While Starting a New Business:
Starting your own business is a big step worthy of a second look. Whether you succeed or fail, every aspect of your
life from bank accounts to friendships is affected. Although fear can be debilitating, avoidance is not the answer.
Here are superb tips to help you overcome fear and get started living the dream:
Build a support network. Talking to fellow entrepreneurs who have walked the same path you’re about to
embark on can help assuage your fears. Attend conferences, join associations, and talk with others who
started as you did but who have moved on to the next step.
Remember that you may have more assets than you realize. For example, you might have money in the
bank, friends in the industry, a supportive family, a good attitude, a great idea, an awesome partner, or a good
education.
Plan. Nothing beats preparation to quell the panicky feelings that can keep entrepreneurs awake at night. “A
well thought out business plan can go a long way toward helping alleviate start up fears,” says Mark Sobel,
director of Small Business Development at the Stanley Entrepreneurial Center.
Help is available. And much of this help is free. The Small Business Administration, your friends, Web sites,
the local chamber of commerce, and business associates will be available to help you along the way.
Remember that you can start slowly. Quitting a 9 to 5 job one day and starting a business the next would give
anyone nightmares. You don’t have to do it that way if you don’t want to. Making a gradual transition gives
you time to think, plan, and work on potential problems, which should help lessen your anxiety.
Think why you want to start a business. If fear is starting to creep in, recall the reasons why you want to
become a business owner in the first place. Knowing exactly why you want to be a business entrepreneur will
help you gauge how prepared you are for the long hours and financial investment owning a business demand.
Expect the unexpected. Unless you are blessed with unlimited monetary resources, starting a business
means taking a financial risk. Although you may not be able to keep all problems at bay, you can accept the
reality that being in business brings risks along with the rewards. That’s the name of the game.
Put fear to work. Why view fear as a negative when it can be a powerful motivator? Fear of forfeiting a home
to the bank has launched more than one laid off employee on the road to self-employment, and fear of failure
pushes many entrepreneurs to work around the clock to get their businesses up and running. Remember that
most successful entrepreneurs have been afraid at one time or another.
Believe in yourself and in your business. Fear comes when you are uncertain, which in turn makes you
question yourself your capabilities and the value of your business. You start asking questions like, “Can I do
it?” or “Will my business idea work?” Shake all those uncertainties, refocus your mind, and believe that your
business addresses a need.
BY BIZEDUCATOR
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