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The following article
was written by Coleman Patterson and
appeared in the Business section of the Abilene Reporter-News.
Real measure of worker satisfaction, March
30, 2007, 2D.
opposite of up is down and the opposite of on is off. The
opposite of big is small and the opposite of left is right.
Many things have opposites, but some do not. For example,
do you know the opposite of a fish? Or a pickle? Or a
book? There are also some things that we like to think of
as being opposites, but in fact, they are not—such as a cat
being the opposite of a dog.
Frederick Herzberg wrestled with the ideas of opposites in
his work on motivation and worker satisfaction. Until
Herzberg’s research, most people believed that satisfaction
and dissatisfaction with work were opposite ends of a single
continuum. As a person became more satisfied with a job, he
or she moved away from being dissatisfied. Under this view,
managers and organizational leaders needed to attend to
characteristics of the job that moved employees toward
satisfaction and away from dissatisfaction.
Herzberg’s research revealed that there are certain job
characteristics that lead to satisfaction and other
characteristics that create dissatisfaction. Instead of a
single continuum ranging from satisfaction to
dissatisfaction, Herzberg concluded that there are actually
two dimensions of satisfaction and dissatisfaction. One
dimension ranges from dissatisfaction to neutral and the
other ranges from neutral to satisfaction. Satisfaction and
dissatisfaction with work arise from the presence or absence
of different job characteristics.
factors, as Herzberg labeled them, are those characteristics
of the job that if present, lead to a neutral feeling about
the job. Company policies, relationships with coworkers,
working conditions, quality of supervision, pay, and
relationships with superiors are hygiene factors. If these
factors are unacceptable to a worker, they will lead to
dissatisfaction with the job. If they are sufficiently
present in a workplace, they will simply cause the worker to
feel okay or neutral about the job.
characteristics of a job that make it satisfying to workers
are known as “Motivators,” according to Herzberg’s model.
These are things that if present, lead workers away from
feeling okay or neutral with a job to feeling satisfied.
Achievement, recognition, responsibility, advancement
opportunities, growth, and the work itself are those things
that create feelings of satisfaction and motivation in
personal hygiene, if you have it, the people with whom you
come into contact will not be offended by your presence. If
your personal hygiene is poor, the people with whom you
closely interact will be dissatisfied with being near you.
Proper hygiene does not create feelings of satisfaction
among those you encounter; it only keeps them from being
dissatisfied. Satisfaction with being near others arises
when you have things in common, enjoy your times together,
and respect and appreciate each other. Personality, mutual
respect, shared values and feelings, and appreciation of
others are what lead to satisfaction with being close to
who want to enhance motivation and satisfaction in their
workers must guarantee that hygiene AND motivator factors
are positive and present in their workplaces.
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