Frederick Herzberg came up with his finding

Frederick Herzberg came up with his findings on blessedness, which he published in his book The Motivation to Work, in 1959 (NetMBA no date). He conducted series of interviews where employees were asked what pleased and displeased them virtually their work (NetMBA no date). After analyzing the gathered data, he came up with the 6 top factors in the work purlieu that cause dissatisfaction, or the hygienics factors, and the top six factors that cause satisfaction, or the motivation factors.When the following factors atomic number 18 absent, there is dissatisfaction (a) Company policy, (b) Supervision, (c) descent with Boss, (d) Work Conditions, (e) Salary, and (f) Relationship with peers (NetMBA no date). However, it is to be noned that the presence or concern of these factors does non necessarily mean satisfaction bargonly would only mean that there is no dissatisfaction (NetMBA no date). If c be will be maintained at the nominal commence aim, it does non necessarily mean that the employee will larn satisfaction in his project. Further more(prenominal), it could be noticed that these factors are external to the crease itself and to the worker. These are things which are symbiotic on a lot of other things apart from the worker and the job.The factors that soften to satisfaction are as follows (a) Achievement, (b) Recognition, (c) Work itself, (d) Responsibility, (e) Advancement, and (f) Growth (NetMBA no date). Similar to the factors that lead to dissatisfaction, the absence of one of these six factors does not necessarily lead to dissatisfaction but would only mean that there is no satisfaction felt.It is to be noted that Herzberg does not meant these cardinal sets of factors to be of the opposite poles but he meant it to come through on dickens different sticks. It is best to fuddle an illustration of this for better understanding.Here, it is easy to pin horizontal surface what happens when the two set of factors are present and abse nt or maintained and not maintained. Reading the second editorial downwards, motivating factors look at satisfaction when these are present. With their absence, no satisfaction is felt but this does not necessarily mean that the employee is dissatisfied. On the third column, when the hygiene factors are not maintained to a desired level or are absent, this leads to dissatisfaction. Their presence or maintenance, on the other hand, would bring no dissatisfaction but does not necessarily mean that satisfaction is achieved.Somehow, it gives much whizz that this guess provides certain implications for management of human imaginativenesss. This theory pinpoints how the level of confidence or satisfaction of employees arsehole be boosted or how their morale, for that matter, can be put at a higher level. The human resources manager, support with this theory, whitethorn at the really least, be adequate to(p) to identify soft spots where improvements could be do for the employee s to feel satisfied with their jobs.The sets of factors mentioned above could be a starting point for bringing in satisfaction and for boosting the morale of the employees. More specifically, the manager could concentrate on addressing the hygiene factors and keeping it at a level that leaves no dissatisfaction for the employees and raising up the motivation factors to bring in satisfaction. This way, it could also be a harbinger for higher levels of morale for the employees.Further, Herzberg did not leave the learning without strategies for bringing in the much-desired satisfaction for employees. One of his suggestions was job enlargement for employees. Job enlargement, in human resource management, may be taken as the level expansion of a certain job. For example, a secretaire who has the job duties of answering phone calls and making appointments to clients may be given a new business of organizing the incoming and outgoing files. Giving more tasks of the uniform nature and would fit the job title would descend under the category of job enlargement. It is like adding more chocolate to the chocolate. This is not the same as job enrichment, which is adding the almonds and fruits to the chocolate.To this, the technique that leads to job satisfaction can be identified and is through the combination of high hygiene and high motivation (Anon. no date). This means eliminating the causes of dissatisfaction to a point where there is no dissatisfaction felt by the employees (Anon. no date). Subsequently, the family can inject the motivation factors to lead the citizenry to become highly-motivated employees (Anon. no date).The two-factor theory of job satisfaction may have took off from and have similarities with the Hierarchy of necessitate by Abraham Maslow as it also pertains to (a) physiological, (b) security and safety, (c) heat and feelings of belonging, (d) competence, prestige, and esteem, (e) self-fulfillment, and (f) curiosity and the need to under stand (Anon. 2005).This theory does not escape the criticisms because there are loopholes or gaps that are left unfilled. This theory does not take into reflection the fact that people may not see the same set of hygiene and motivation factors because they dexterity have different needs and achievements. Moreover, it does not take into consideration the nature of corporations because the motivation factors can not be introduced such as the call centers where the pecking order is vey flat and job enlargement is not very much possible because of the high division of labor.ReferencesAnonymous. (no date). 2 Factor supposition Herzberg, Frederick. Available from http//www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html Accessed 29 celestial latitude 2007.Anonymous. 2005. Motivation. Microsoft Encarta 2006 CD. Redmond, WA Microsoft Corporation. Accessed 29 December 2007.NetMBA. (no date). Herzbergs Motivation-Hygiene Theory (Two Factor Theory). Available from http/ /www.netmba.com/mgmt/ob/motivation/herzberg/ Accessed 29 December 2007.