Page 5: Satisfiers and dissatisfier

Page 5: Satisfiers and dissatisfiers

Frederick Herzberg also believed that people have needs that should be satisfied within the workplace. He felt that if people had their needs satisfied they would be productive employees. Herzberg's research focused upon the activities of engineers and accountants. It resulted in his two-factor theory. Herzberg theorised that there were two influences that affected how people felt about their job.
Motivators (or satisfiers)

There are a number of aspects of any workplace that give individuals job satisfaction. The nature of the work itself is very important. Some individuals just love what they do. Things that satisfy people in the workplace and make them happy are:

the opportunity for personal development
achievement
recognition
promotion
levels of responsibility.

Hygiene factors (dissatisfiers)

Hygiene factors are things that can upset employees in the workplace. They are outside the control of the individual but have a huge influence on the roles of each worker. For example:

Company policy may frustrate some employees and be viewed to some as a hindrance.
Bureaucracy or needless paperwork may be considered to be a barrier to getting a job completed.
Sometimes working conditions are not thought to be suitable.
Other factors may be poor salary or staff feeling they are not valued nor consulted.

Herzberg's theory showed that managers need to attend to the motivating factors and personal development aspects to improve employee performance. They also need to ensure that hygiene factors are met or managed in order to avoid dissatisfaction in the workplace.
Strengthening motivation

Siemens managers have to balance dissatisfiers against motivators. Policies and procedures that may cause dissatisfaction have to be managed. To reduce dissatisfaction, Siemens believes the best method is to raise awareness of issues with employees and encourage their involvement. They then understand and recognise the need for change. This has helped Siemens to manage change programmes.

Motivators at Siemens are the factors that stimulate engineers to work in the best way possible. They enjoy the characteristics of their roles. Being empowered helps them to manage their roles and enables them to use this power to change things.

Whether individuals enter the organisation after they have taken their A-levels, as apprentices or as graduates, the work they undertake is stimulating. The creative nature of engineering appeals to people who like a challenge and who enjoy solving problems within a creative environment.

Hasil (Bahasa Indonesia) 1:

5 Halaman: Satisfiers dan dissatisfiersFrederick Herzberg juga percaya bahwa orang-orang memiliki kebutuhan yang harus dipenuhi dalam tempat kerja. Dia merasa bahwa jika orang memiliki kebutuhan mereka puas mereka akan karyawan produktif. Herzberg's penelitian difokuskan pada kegiatan insinyur, dan akuntan. Ini mengakibatkan teorinya dua faktor. Herzberg berteori bahwa ada dua pengaruh yang mempengaruhi bagaimana orang merasa tentang pekerjaan mereka.Motivator (atau satisfiers)Ada beberapa aspek dari setiap tempat kerja yang memberikan individu kepuasan kerja. Sifat pekerjaan itu sendiri sangat penting. Beberapa individu hanya menyukai apa yang mereka lakukan. Hal yang terbaik orang-orang di tempat kerja dan membuat mereka bahagia adalah: kesempatan untuk pengembangan pribadi prestasi pengakuan promosi tingkat tanggung jawab.Faktor higienis (dissatisfiers)Faktor higienis adalah hal yang dapat mengganggu karyawan di tempat kerja. Mereka berada di luar kendali individu tetapi memiliki pengaruh besar pada peran setiap pekerja. Sebagai contoh: Kebijakan perusahaan dapat menggagalkan beberapa karyawan dan dilihat sebagai penghalang. Birokrasi atau dokumen yang perlu dapat dianggap menjadi penghalang untuk mendapatkan pekerjaan selesai. Kadang-kadang kondisi kerja tidak dianggap cocok. Faktor-faktor lain mungkin miskin gaji atau staf perasaan tidak dihargai atau berkonsultasi.Herzberg's theory showed that managers need to attend to the motivating factors and personal development aspects to improve employee performance. They also need to ensure that hygiene factors are met or managed in order to avoid dissatisfaction in the workplace.Strengthening motivationSiemens managers have to balance dissatisfiers against motivators. Policies and procedures that may cause dissatisfaction have to be managed. To reduce dissatisfaction, Siemens believes the best method is to raise awareness of issues with employees and encourage their involvement. They then understand and recognise the need for change. This has helped Siemens to manage change programmes.Motivators at Siemens are the factors that stimulate engineers to work in the best way possible. They enjoy the characteristics of their roles. Being empowered helps them to manage their roles and enables them to use this power to change things.Whether individuals enter the organisation after they have taken their A-levels, as apprentices or as graduates, the work they undertake is stimulating. The creative nature of engineering appeals to people who like a challenge and who enjoy solving problems within a creative environment.