When people felt good about their w

When people felt good about their work, they tended to cite intrinsic factors arising from the job itself such as achievement, recognition, and responsibility. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors arising from the job context such as company policy and administration, supervision, interpersonal relationships, and working conditions.

In addition, Herzberg believed that the data suggested that the opposite of satisfaction
was not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). As shown in Exhibit 16-3, Herzberg proposed that a dual continuum existed: The opposite of
“satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”

Again, Herzberg believed that the factors that led to job satisfaction were separate and
distinct from those that led to job dissatisfaction. Therefore, managers who sought to eliminate
factors that created job dissatisfaction could keep people from being dissatisfied but not necessarily motivate them. The extrinsic factors that create job dissatisfaction were called hygiene factors. When these factors are adequate, people won’t be dissatisfied, but they won’t be satisfied (or motivated) either. To motivate people, Herzberg suggested emphasizing motivators, the intrinsic factors having to do with the job itself.

Herzberg’s theory enjoyed wide popularity from the mid-1960s to the early 1980s, despite criticisms of his procedures and methodology. Although some critics said his theory was too simplistic, it has influenced how we currently design jobs, especially when it comes to job enrichment, which we’ll discuss at a later point in this chapter.

Hasil (Bahasa Indonesia) 1:

When people felt good about their work, they tended to cite intrinsic factors arising from the job itself such as achievement, recognition, and responsibility. On the other hand, when they were dissatisfied, they tended to cite extrinsic factors arising from the job context such as company policy and administration, supervision, interpersonal relationships, and working conditions. In addition, Herzberg believed that the data suggested that the opposite of satisfactionwas not dissatisfaction, as traditionally had been believed. Removing dissatisfying characteristics from a job would not necessarily make that job more satisfying (or motivating). As shown in Exhibit 16-3, Herzberg proposed that a dual continuum existed: The opposite of“satisfaction” is “no satisfaction,” and the opposite of “dissatisfaction” is “no dissatisfaction.”Again, Herzberg believed that the factors that led to job satisfaction were separate anddistinct from those that led to job dissatisfaction. Therefore, managers who sought to eliminatefactors that created job dissatisfaction could keep people from being dissatisfied but not necessarily motivate them. The extrinsic factors that create job dissatisfaction were called hygiene factors. When these factors are adequate, people won’t be dissatisfied, but they won’t be satisfied (or motivated) either. To motivate people, Herzberg suggested emphasizing motivators, the intrinsic factors having to do with the job itself.Teori Herzberg yang menikmati popularitas yang luas dari pertengahan 1960-an hingga 1980-an awal, meskipun kritik prosedur dan metodologi. Meskipun beberapa kritikus mengatakan teorinya terlalu sederhana, itu telah mempengaruhi bagaimana kita saat ini desain pekerjaan, terutama ketika datang ke pengembangan kerja, yang akan kita bahas di lain waktu dalam bab ini.

Hasil (Bahasa Indonesia) 2:

Ketika orang-orang merasa baik tentang pekerjaan mereka, mereka cenderung untuk mengutip faktor intrinsik yang timbul dari pekerjaan itu sendiri seperti prestasi, pengakuan, dan tanggung jawab. Di sisi lain, ketika mereka tidak puas, mereka cenderung untuk mengutip faktor ekstrinsik timbul dari konteks pekerjaan seperti kebijakan perusahaan dan administrasi, pengawasan, hubungan interpersonal, dan kondisi kerja. Selain itu, Herzberg percaya bahwa data menunjukkan bahwa kebalikan dari Kepuasan tidak ketidakpuasan, sebagai tradisional telah dipercaya. Menghapus karakteristik tidak memuaskan dari pekerjaan tidak akan selalu membuat pekerjaan yang lebih memuaskan (atau memotivasi). Seperti ditunjukkan dalam pameran 16-3, Herzberg mengusulkan bahwa kontinum ganda ada: Kebalikan dari ". Ada ketidakpuasan" "kepuasan" adalah "tidak ada kepuasan," dan kebalikan dari "ketidakpuasan" adalah Sekali lagi, Herzberg percaya bahwa faktor-faktor yang menyebabkan untuk kepuasan kerja yang terpisah dan berbeda dari orang-orang yang menyebabkan ketidakpuasan kerja. Oleh karena itu, manajer yang berusaha untuk menghilangkan faktor-faktor yang menciptakan ketidakpuasan kerja bisa menjaga orang dari ketidakpuasan tetapi tidak harus memotivasi mereka. Faktor-faktor ekstrinsik yang menciptakan ketidakpuasan kerja disebut faktor higienis. Ketika faktor-faktor ini memadai, orang tidak akan puas, tetapi mereka tidak akan puas (atau termotivasi) baik. Untuk memotivasi orang, Herzberg menyarankan menekankan motivator, faktor intrinsik yang berkaitan dengan pekerjaan itu sendiri. Teori Herzberg menikmati popularitas yang luas dari pertengahan 1960-an untuk awal 1980-an, meskipun kritik dari prosedur dan metodologi nya. Meskipun beberapa kritikus mengatakan teorinya terlalu sederhana, itu telah mempengaruhi bagaimana kita saat merancang pekerjaan, terutama ketika datang untuk pengayaan pekerjaan, yang akan kita bahas pada titik kemudian dalam bab ini.