JobSatisfaction
Accordingto the two-factor theory, people get contented at the job places fromdifferent motivational factors. Similarly, the occurrence of othernegative factors consequently results in dissatisfaction at theplaces of work. The fundamental issues expressed by this concept isthat the attitude possessed by workers and the acquaintance of propermental status reflects the psyche and motive of many employees.Minimum income-earning jobs are examples of the unpleasant factorsthat employees do not want to associate with since it is not andnever will it ever be contending[ CITATION Her59 l 1033 ].
Inconclusion, a set of enticements for a particular job leads tosatisfaction. While another set of characteristics at a positionwould cause the employees feel less appreciated, in the today humanresource ecologies many firms are trying to utilize the concept toensure that production of goods and services is at the peak[ CITATION Hin73 l 1033 ].Satisfaction was also found to rely on the on the type of task anindividual performs.
Severalfactors have therefore been identified to bring comfort to theworking places. For instance, motivators have been widely highlightedto make workers feel contented with their task. As the theory statesthat the CEOs have similarly hauled challenging tasks, responsibilitydelegation and involvement in decision making as the intrinsicfactors that are making employees appreciate their jobs. Theinspiration of workers majorly relies on how they are treated andconduciveness of the working environment rather than the wages theyearn for delivery of labor services.
Opendialogue is also an important tool that can be used to peak theefforts of employees. Also, motivation can also come fromunderstanding displayed by the masters since it makes the employeesfeel that the leaders are together in whatever they undergo. Thishelps to win their effort and knowledge at workplaces[ CITATION Her59 l 1033 ].
Lastly,healthy environment for work and flexibility are also importantfactors found to pursue workers to perform and also feel comfortableat their places of work. Understanding the responsibilities requiredto be rendered by the employees at their homes and to their familieswould meet reinforcement a healthy working environment. Appreciatingsuch time needed to offer social support to the family is importantin ensuring that life is balanced between schedules and thus veryconfident in encouraging quality of work[ CITATION Sch10 l 1033 ].
References
Herzberg, F., Mausner, B., & Synderman, B. B. (1959). The Motivation to Work. New York: John Wiley.
Hines, G. H. (1973). Cross-cultural Differences in Two-factor Motivational Theory. Journal of Applied Psychology, 18-31.
Schultz, D. P., & Schultz, S. E. (2010). Psychology of Work Today. An Introduction to Industrial and Organizational Psychology, 38-39.