Who is hertzberg

In the Pakistani context, these factors reported to be a strong moderator for job satisfaction among staff in insurance companies Rahman et al.

Other examples include the hospitality industry Hsiao et al. We have not found comparable studies in health care, and all types of studies on job satisfaction in clinical laboratories are scarce. In order to explore the views of medical laboratory professionals on their workplace and what factors had a positive or negative effect on their job satisfaction a series of focus group discussions FGD were performed.

The advantage of a focus group compared to individual interviews is that the discussion among participants will help to clarify opinions, provoke more in-depth reasoning, and to disclose whether opinions are shared by many. Whilst a focus group discussion is a qualitative research approach, it also enables a semi-quantitative analysis of statements made. This study employs such a mixed-methods approach. Medical laboratory professionals working in hematology, biochemistry, pathology, and microbiology laboratories including senior and junior staff from the three main hospitals participated in the FGDs: nine groups from the Royal Hospital, five groups from Khoula Hospital, and four groups from Al Nahdha Hospital.

Each group had between six and eight participants Krueger and Casey, To obtain this sample, the author sent a letter describing the purpose of the study to the supervisors of each laboratory and asking MLP volunteers.

Anonymity through the use of code names and confidentiality were strictly observed in recognition of the need for good research ethics and the requirements of Omani and Swedish legislation, as well as to preserve personal integrity. A total of medical laboratory professionals participated in the FGDs. The demography of the participants is exhibited in Appendix I, showing that the participants were representative of all laboratory staff in the three hospitals.

The FGDs were moderated by the first author with the support of an observer. The Focus Group discussions gave respondents freedom to express their feelings in order to obtain data representing the purpose of the study. The discussion was facilitated by the first author, following an interview guide, derived from Hertzberg's two factor theory.

The FGD sessions lasted between 60 to 90 min. At the end of each discussion, the findings were summarized and shared with the participants member checking , for validating the results and increasing the credibility of the study Birt et al.

The recorded material was transcribed by the observer and checked against observational and summary notes made by the moderator immediately after each FGD. The transcriptions and additions from the notes were scrutinized by directed content analysis, guided by the Hertzberg two-factor theory.

Meaning units expressing opinions of motivating and hygiene factors were identified and condensed into categories and further into themes. This process was done by the moderator and observer independently. Results were compared and consensus reached after discussions. This made it possible to compare the profile of motivating and hygiene factors of medical laboratory professionals with the original theory of Hertzberg. Personal integrity was guaranteed. Participation was voluntary, and informed consent was obtained from all the participants after fully disclosing the purpose of the study.

Data storage and handling complied with the requirements of Swedish legislation on research ethics and personal data. The FGDs recorded the participant's opinions of the individual needs and other factors that affected their job satisfaction at work; these opinions were condensed into categories and from those eight major themes emerged. See Table 1. The themes are presented together with illustrative citations from the FGDs. Categories and themes related to job satisfaction and job dissatisfaction among medical laboratory professionals at Royal, Khoula, and Al Nahdha Hospitals.

Poor ventilation and exposure to toxic chemicals were cited reasons in some departments, as well as the receipt of clinical samples without biohazard labels.

The lack of biohazard labels was considered to be due to carelessness of some nurses, posing a risk to the laboratory workers. The MLPs believed that there was no appreciation or recognition of their good performance even though they worked in a risky environment. They received no compensation for their commitment in the face of such risk, and felt that because they worked behind the scenes, clinicians were unaware of the time they spent processing samples or the hazards involved in their work.

FGDs participants identified workload as another dissatisfier, especially when colleagues took unplanned leave, which lead to the accumulation of samples for processing and for others to handle.

In addition, the participants mentioned that the night shift workers were overloaded, irrespective of whether personnel were on leave, because samples referred from other hospitals during the day. Professional development emerged as a satisfaction factor for participants from all three hospitals. Indeed, some hospitals had monthly lectures to discuss interesting cases in their departments, and there were also opportunities to attend courses.

The Al Nahdha Hospital MLPs expressed satisfaction with their professional development, as they were given the chance to attend training sessions.

The Royal hospital MLPs also reported dissatisfaction with their salaries, believing that they deserved higher salaries and bonuses since they had to work more night shifts than MLPs in other hospitals in the country. The MLPs in all three main hospitals the Royal, Al Nahdha, and Khoula Hospitals also noted that they were unhappy with the new Medical and Allied Health Personnel Executive Bylaw, introduced in for paramedical staff, which defined the rules for the employment, promotion, retention development and termination of medical and allied health personnel.

At Al Nahdha Hospital, the new promotion system is by no means clear, there has been no explanation of the system by anyone, and promotions for some technologists have been delayed for a long time. At Khoula Hospital, the MLPs felt that the new Bylaw did not motivate them to work any harder, as the system does not discriminate between a hard worker and others.

I have 26 years of experience. MLPs complained that it was a generic description that was suitable only for junior staff and did not capture what senior staff members do.

Other participants from other departments mentioned that, in fact, they did not have job descriptions at all and worked solely based on the instructions of their supervisors. Appraisals emerged as the second sub-factor mentioned in all three focus groups.

All the MLPs were dissatisfied with the appraisal process because MLPs are not shown their annual evaluations, and they do not know what is reported about them central administration. MLPs can learn about their annual scores only when they apply for higher education. In all three hospitals, the relationships between supervisors and MLPs were good. The MLPs expressed satisfaction with the relationships between co-workers in the laboratories. The themes derived correspond in most instances with the factors of the Hertzberg theory.

Salary is a hygiene factor. As in Hertzberg's theory, the categories identified in the content analysis were could be categorized as hygiene factors motivators; with considerable overlaps, as categories contributed to both satisfaction and dissatisfaction to varying degrees. This is shown in Figure 1 , where the frequencies of all statements derived from the FGDs are displayed, and compared to Hertzberg's original distribution of factors across the motivator and hygiene factor continuum Herzberg, The frequencies, specified as percentages, are to be found in Table 2.

The percentage of each factor appearing in the satisfying and dissatisfying sequences from FGDs. As explained by Herzberg's two-factor theory, the results demonstrated that the MLPs were not well motivated by their work environment see Figure 1. The absence of health and safety in all laboratories was the most frequently mentioned source of job dissatisfaction among medical laboratory professionals dissatisfied 16 per cent, and satisfied.

This is in agreement with Herzberg's theory. The dissatisfaction among the research population echoes the results found in a previous study with health workers demonstrating that the health and safety hazards that the workers encountered in their work had negative impacts on them Altmaier and Hansen, Maslow's theory of motivation suggests that safety is a lower-order need that must be met before higher-order needs can be satisfied.

Likewise, in Herzberg's two-factor theory, hygiene factors dissatisfiers must be met in order to prevent dissatisfaction, in this case, within a healthcare institution Dieleman et al. A heavy workload quite understandingly leads to job dissatisfaction dissatisfied 15 per cent, and satisfied 7 per cent.

Consequently, it is a hygiene factor, not a motivator as predicted in the Herzberg theory. That this theme is a dissatisfier for health workers was also found in a recent study from Africa Temesgen et al.

Salary and promotion seem to play a significant role in demotivating the medical laboratory professionals in the three hospitals dissatisfied 14 per cent, and satisfied 5 per cent, 8 per cent respectively.

They expressed that the new Medical and Allied Health Personnel Bylaw recently introduced was unjust since it does not differentiate between old and new employee as to rewards, and promotion is no longer automatically received, but requires that a new position is established. Although employees will never feel a great sense of motivation or satisfaction due to your policies, you can decrease dissatisfaction in this area by making sure your policies are fair and apply equally to all.

Also, make printed copies of your policies-and-procedures manual easily accessible to all members of your staff. If you do not have a written manual, create one, soliciting staff input along the way. If you already have a manual, consider updating it again, with staff input. You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh. To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor.

Be aware that good employees do not always make good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.

Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even your local help-wanted ads to see whether the salaries and benefits you're offering are comparable to those of other offices in your area.

In addition, make sure you have clear policies related to salaries, raises and bonuses. Interpersonal relations. Remember that part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization e.

This will help them develop a sense of camaraderie and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments. If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice.

Working conditions. The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. Do everything you can to keep your equipment and facilities up to date. Even a nice chair can make a world of difference to an individual's psyche.

Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer. If you've placed your employees in close quarters with little or no personal space, don't be surprised that there is tension among them. Before you move on to the motivators, remember that you cannot neglect the hygiene factors discussed above.

To do so would be asking for trouble in more than one way. First, your employees would be generally unhappy, and this would be apparent to your patients. Second, your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre employees would stay and compromise your practice's success.

So deal with hygiene issues first, then move on to the motivators:. Work itself. Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients.

Share stories of success about how an employee's actions made a real difference in the life of a patient, or in making a process better. Make a big deal out of meaningful tasks that may have become ordinary, such as new-baby visits. Of course employees may not find all their tasks interesting or rewarding, but you should show the employee how those tasks are essential to the overall processes that make the practice succeed.

You may find certain tasks that are truly unnecessary and can be eliminated or streamlined, resulting in greater efficiency and satisfaction. One premise inherent in Herzberg's theory is that most individuals sincerely want to do a good job.

To help them, make sure you've placed them in positions that use their talents and are not set up for failure. Set clear, achievable goals and standards for each position, and make sure employees know what those goals and standards are. Individuals should also receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs. Be careful, however, not to overload individuals with challenges that are too difficult or impossible, as that can be paralyzing.

Home » Toolsheroes » Frederick Herzberg. Did you find this article interesting? We are sorry that this post was not useful for you! Let us improve this post! Tell us how we can improve this post? Submit Feedback. Leave a Reply Cancel reply You must be logged in to post a comment. Daniel Pink Motivation Theory November 19, Gestalt Psychology August 23, Operant Conditioning B. According to Herzberg, motivating factors also called satisfiers are primarily intrinsic job elements that lead to satisfaction, such as achievement, recognition, the nature of work itself, responsibility, advancement, and growth.

What Herzberg termed hygiene factors also called dissatisfiers are extrinsic elements of the work environment such as company policy, relationships with supervisors, working conditions, relationships with peers and subordinates, salary and benefits, and job security. These are factors that can result in job dissatisfaction if not well managed.

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