'Satisfiers' and 'Motivators'

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

• do not in fact motivate workers.

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

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

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

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

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

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

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

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

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• a good job,

• Unless people

• and want to do

• are motivated,

• they will not perform well.

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

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

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

• repetitive and mechanical jobs, and lots of unskilled

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

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• For example, some supermarkets combine office staff,

• what product lines to stock,

• how to display them, and so on.

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

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

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• rotation, as doing four different

• Other employers encourage job

• than doing only one.

• repetitive jobs a day is better

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

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

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

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

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

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• Unfortunately, not all

• claim to be the best.

• can seriously

• in an industry

• the competing companies