1. HERZBERG’S Motivation-Hygiene Theory Psychologist Frederick Herzberg believed that: Intrinsic—natural, real—factors are related to job satisfaction & Intrinsic—natural, real—factors are related to job satisfaction & Extrinsic factors are related to job dissatisfaction. Extrinsic factors are related to job dissatisfaction.

2. Herzberg’s Theory cont’d On the other hand, when employees were dissatisfied, they tended to cite extrinsic factors such as company policy and administration, supervision, interpersonal relationships, and working conditions. On the other hand, when employees were dissatisfied, they tended to cite extrinsic factors such as company policy and administration, supervision, interpersonal relationships, and working conditions. Herzberg suggested emphasizing motivators—those factors that increase job satisfaction, such as recognition and growth. Herzberg suggested emphasizing motivators—those factors that increase job satisfaction, such as recognition and growth.

3. Hygiene Factors Herzberg’s term for factors such as: Herzberg’s term for factors such as: Working conditions and Salary—when these factors are adequate, people will not be dissatisfied, but neither will they be satisfied. Working conditions and Salary—when these factors are adequate, people will not be dissatisfied, but neither will they be satisfied. These factors may eliminate job dissatisfaction but do not necessarily increase job satisfaction. These factors may eliminate job dissatisfaction but do not necessarily increase job satisfaction. Herzberg proposed that his findings indicate that the opposite of “satisfaction” is “no satisfaction” and the opposite of “dissatisfaction” is “no dissatisfaction.” Herzberg proposed that his findings indicate that the opposite of “satisfaction” is “no satisfaction” and the opposite of “dissatisfaction” is “no dissatisfaction.”

4. Herzberg’s Theory He believed that an individual’s attitude toward his or her work can very well determine success or failure He believed that an individual’s attitude toward his or her work can very well determine success or failure Intrinsic factors such as achievement, recognition, and responsibility were related to job satisfaction Intrinsic factors such as achievement, recognition, and responsibility were related to job satisfaction When people felt good about their work, they tended to attribute these characteristics to themselves. When people felt good about their work, they tended to attribute these characteristics to themselves.

5. David McClelland’s Three-Needs Theory The three needs are the major motives in work: The three needs are the major motives in work: The need for Achievement: (nAch) The drive to excel, to achieve in relation to a set of standards, and to strive to succeed. The need for Achievement: (nAch) The drive to excel, to achieve in relation to a set of standards, and to strive to succeed. The need for Power: (nPow) The need to make others behave in a way that they would not have behaved otherwise. The need for Power: (nPow) The need to make others behave in a way that they would not have behaved otherwise. The need for Affiliation: (nAff) The desire for friendly and close personal relationships. The need for Affiliation: (nAff) The desire for friendly and close personal relationships.

6. Findings of McClelland’s Theory McClelland found that some people have a compelling drive to succeed for personal achievement rather than for the rewards of success. McClelland found that some people have a compelling drive to succeed for personal achievement rather than for the rewards of success. High achievers perform best when they perceive that they have a 50-50 chance of success. High achievers perform best when they perceive that they have a 50-50 chance of success. They dislike gambling when the odds are high because they get no satisfaction from happenstance (fluke or accidental) success They dislike gambling when the odds are high because they get no satisfaction from happenstance (fluke or accidental) success They also dislike low odds (high probability of success) because then there is no challenge to their skills. They also dislike low odds (high probability of success) because then there is no challenge to their skills. They like to set goals that stretch themselves a little. They like to set goals that stretch themselves a little.

7. J. Stacey Adams Equity Theory Adam’s theory that employees perceive what they get from a job (outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcome ratios of relevant others. Adam’s theory that employees perceive what they get from a job (outcomes) in relation to what they put into it (inputs) and then compare their input-outcome ratio with the input-outcome ratios of relevant others. If workers compare themselves, a state of equity exists. If workers compare themselves, a state of equity exists. They believe that their situation is fair—that justice prevails. They believe that their situation is fair—that justice prevails.