'Satisfiers' and 'Motivators'

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• do not in fact motivate workers.

• that motivate workers. But in The Motivation to Work, Frederick

• good wages, and benefits such as sick pay, paid holidays and a pension are incentives

• It is logical to suppose that things like good labour relations, good working conditions, job security,

• Herzberg argued that such conditions - or 'hygiene factors' -

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• interesting job, recognition and responsibility, promotion, and so on.

• 'A reward once given becomes a right.' 'Motivators', on the contrary

• They are merely 'satisfiers' - o, more importantly, 'dissatisfiers' where they do exist.

• Workers who have them take them for granted. As Herzberg put it,

• on the contrary, include things such as having a challenging and

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• and want to do

• are motivated,

• a good job,

• Unless people

• they will not perform well.

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• some responsibilities, not as individuals but as part of a team.

• workers who have to do them. How can managers motivate

• repetitive and mechanical jobs, and lots of unskilled

• However, there are and always will be plenty of boring,

• people in such jobs? One solution is to give them

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• what product lines to stock,

• on the checkout tills into a team and let them decide

• the people who fill the shelves, and the people who work

• For example, some supermarkets combine office staff,

• how to display them, and so on.

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• Other employers encourage job

• repetitive jobs a day is better

• rotation, as doing four different

• than doing only one.

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• or airline, or making the best, safest, most user-friendly,

• Many people now talk about the importance of a company's shared values

• for example being the best hotel chain, or hamburger restaurant chain,

• or corporate culture, with which all the staff can identify:

• most ecological or most reliable products in a particular field.

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• can seriously

• the competing companies

• Unfortunately, not all

• claim to be the best.

• in an industry