1. Imagine you work as the head lifeguard at the local pool. One of your employees – a junior lifeguard - asks you to review the process for calling 911 in case of an emergency. Describe how you would approach answering this question using each of the following leadership styles and goals:
· Laissez – Faire, Transformational (1pts)
· Democratic, Transactional (1pts)
· Autocratic , Transformational (1pts)
2. Explain any two (2) of the following perceptual e
ors and how they might impact the relationship between a manager and a new employee: (2pts each)
· Selective perception
· Attribution theory
· Priming effect
· Contrast effect
· Halo effect
· Projection
3. We used the term ‘cognitive dissonance’ to describe a challenge in the way people perceive and process information, and discussed several mechanisms people use to resolve their dissonance.
Explain the term ‘cognitive dissonance’ as simply as you can (2pts) and give an example of how it can impact the relationships between members of a team or group (2pts).
4. We explored several common tools organizations use to assess the personalities of their employees.
Choose one of them and explain how it might help a team or group better understand their teammates (1pts). Then, explain at least 2 limitations of using that tool (2pts).
5. Amaya is the manager of a small gym where all employees are paid a straight salary. In reviewing her month-end numbers she notices that one of her longest serving personal trainers is seeing fewer and fewer clients, while most of her newest trainers seem to be growing their client base. After speaking with the senior trainer they tell her they feel they should be getting paid more money since they have been there longer. Amaya agrees and gives the senior trainer a 5% annual raise.
Using Herzberg’s 2-Factor Theory of motivation, do you think Amaya’s decision was a good one? (2pts)
Does your analysis of Amaya’s decision change if you use Expectancy Theory as the basis for your understanding of motivation? Why or why not? (2pts)
6. Imagine a team of women ranging in age from 40 to 60 years old that have been working for at least 5 years each at a small clinic that provides counselling for people living with addictions. The clinic owner, who started the clinic with them, is an older nurse who is retiring, and decides to sell the clinic.
The man who purchased the clinic is from Sri Lanka, and prior to moving to Ontario was an investment banker. He feels mental health services is a great growth industry and will be able to make a lot of money providing these services.
Assuming he decides to operate the clinic as the new owner and manager, what might Hofstede's cultural dimensions suggest are some challenges we can anticipate transitioning the team to this new leadership. (4pts)
7. With respect to conflict resolution, we discussed the concept of ‘compromise’. We agreed that compromise was a better resolution than several other approaches, but that it was not usually the optimal approach.
Explain the concept of ‘compromise’ as it relates to conflict resolution (2pts). Then discuss at least two other approaches to conflict resolution, using compromise as a means of comparison. (2pts)
8. Imagine you are starting a new job, and your new boss asks you to propose a starting salary.
Using the concepts of ‘zero-sum’ and ‘non-zero sum’ negotiation frameworks, explain how you might respond to that request. (3pts)
Life Science Journal 2017; XXXXXXXXXXhttp:
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12
Herzberg’s Two-Factor Theory
Mohammed Alshmemri; Lina Shahwan-Akl and Phillip Maude
School of Health Sciences (Nursing and Midwifery), RMIT University, Melbourne Australia.
XXXXXXXXXX
Abstract: Background: Motivation-hygiene theory is also known as Herzberg’s two-factor theory or Herzberg’s
dual-factor theory XXXXXXXXXXThe main concept of this theory is the difference between motivation factors and hygiene
factors. These two factors that have an effect on job satisfaction are divided into two sets of categories. Hygiene
factors are considered less important to job satisfaction than motivation factors. Hygiene factors are related to ‘the
need to avoid unpleasantness’. Motivation factors lead to job satisfaction because of ‘the need of the individual for
self-growth and self-actualisation’. This theory is one of the most commonly used theories in job satisfaction
esearch (Dion, XXXXXXXXXXMany studies in nursing research have used this theory as a theoretical framework in testing
job satisfaction among nurses (Kacel et al., 2005; Mitchell, 2009; Jones, XXXXXXXXXXThe results of those studies support
Herzberg’s motivation-hygiene theory, and assert that the hygiene factors are less important to job satisfaction;
however, the motivation factors are most important and can lead to job satisfaction. This theory seemed to identify
and explain the phenomena of job satisfaction.
[Mohammed Alshmemri, Lina Shahwan-Akl and Phillip Maude. Herzberg’s Two-Factor Theory. Life Sci J
2017;14(5):12-16]. ISSN: XXXXXXXXXXPrint) / ISSN: 2372-613X (Online). http:
www.lifesciencesite.com. 3.
doi:10.7537/marslsj XXXXXXXXXX.
Keywords: Job dissatisfaction, job satisfaction, Herzberg’s Motivation-Hygiene Theory, Herzberg’s two-factor
theory.
1. Introduction
In 1959, Herzberg, Mausner and Snyderman
published the two-factor model of work motivation
and developed the motivation-hygiene theory, which
was influenced by Maslow’s hierarchy of needs
(Jones, XXXXXXXXXXHerzberg created a two-dimensional
paradigm of factors influencing people’s attitudes
towards work. Initially Herzberg and his colleagues
developed a hypothesis that satisfaction and
dissatisfaction with a job were affected by two
different sets of factors and thus satisfaction and
dissatisfaction could not be reliably measured on the
same continuum (Herzberg et al., 1959; Stello, 2011).
Studies on job satisfaction were conducted to decide
which factors in an employee’s work environment
caused satisfaction or dissatisfaction. After two pilot
studies, the first involving 13 labourers, clerical
workers, foremen, plant engineers and accountants,
and the second involving 39 middle-managers, his
theory was further developed and expanded (Herzberg
et al., XXXXXXXXXXHerzberg, 1966; Subsequently, Herzberg
et al XXXXXXXXXXstudied more than 203 accountants and
engineers working in nine factories in the Pittsburgh
area of the United States to determine which factors
influence the worker’s work environment and cause
satisfaction or dissatisfaction (Herzberg et al., 1959).
The main hypothesis of Herzberg’s theory was that
certain factors lead to positive attitudes towards work,
and others lead to negative attitudes. The other
hypotheses stated that the factors and effects involving
long-range sequences of events and short-range
sequences of events, respectively, were distinct
(Herzberg et al., 1959; Stello, XXXXXXXXXXAccording to
their research data, the original hypothesis of the
Herzberg study was restated and then changed to the
two-factor theory of job satisfaction. The two factors
that had an effect on job satisfaction were divided into
two sets of categories. The first category was
associated with ‘the need for growth or self-
actualisation’, and became known as the motivation
factors. Motivation factors included achievement,
ecognition, the work itself, responsibility,
advancement and the possibility for growth (Herzberg,
1966; Herzberg, XXXXXXXXXXThe other category of factors
was related to ‘the need to avoid unpleasantness’, and
was known as hygiene factors. Hygiene factors
included company policies and administration,
elationship with supervisors, interpersonal relations,
working conditions and salary (Herzberg, 1966;
Herzberg, XXXXXXXXXXMotivation factors led to positive job
attitudes and hygiene factors su
ounded the ‘doing’ of
the job (Herzberg et al., 1959; Stello, 2011).
At the heart of the two-factor theory is the
difference between motivation and hygiene factors, or
intrinsic and extrinsic factors. Herzberg described
motivation factors as intrinsic to the job and hygiene
factors as extrinsic to the job. Thus, motivation factors
operate to only increase and improve job satisfaction;
whereas hygiene factors work to reduce job
dissatisfaction. According to Herzberg et al. (1959).
Among the factors of hygiene, when the factors
deteriorate to a level below that which the employee
Life Science Journal 2017; XXXXXXXXXXhttp:
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13
considers acceptable, then job dissatisfaction ensues.
However, the reverse does not hold true. When job
context can be characterised as optimal, we will not
get dissatisfaction but neither will we get much in the
way of positive attitudes. It is primarily the
‘motivators’ that serve to
ing about that kind of job
satisfaction (pp. 113–114).
The presence of motivational factors can produce
job satisfaction, but their absence leads to no job
satisfaction. Therefore, poor hygiene factors can cause
job dissatisfaction, while better hygiene factors can
educe dissatisfaction but cannot cause job satisfaction
(Herzberg et al., XXXXXXXXXXHerzberg explained that the
opposite of job dissatisfaction is no job dissatisfaction.
Likewise, the opposite of job satisfaction is no job
satisfaction (Herzberg, 1966; Herzberg, 2003).
Herzberg’s theory is one of the most significant
content theories in job satisfaction (Dion, 2006).
Further, Herzberg’s two-factor theory was noted by
many researchers to be the most effective needs
satisfaction model used in healthcare organisations
(Timmreck, 2001 Cahill, XXXXXXXXXXHerzberg’s two-factor
theory has also been used widely by researchers
evaluating nursing job satisfaction (Best & Thurston,
2004; Kacel et al., 2005; Rambur, Mclntosh, Palumbo,
& Reinier, 2005; Hegney et al., 2006; Lephalala,
2006; Russell & Gelder, 2008; Mitchell, 2009; Jones,
2011; Mc Glynn et al., 2012).
The following tables are summaries of
Herzberg’s two-factor theory. Table 1 displays the
motivation and hygiene factors. Table 2 provides
comparisons between the motivation and hygiene
factors.
Table 1: Summary of the Factors in Herzberg’s
Theory
Motivation Factors Hygiene Factors
Advancement Interpersonal relationship
Work itself Salary
Possibility of growth Policies and administration
Responsibility Supervision
Recognition Working conditions
Achievement
Table 2: Comparisons between the Two Factors of Herzberg’s Theory
Motivation Factors Hygiene Factors
Absent The outcome is no satisfaction The outcome is dissatisfaction
Present The outcome is satisfaction The outcome is no dissatisfaction
Herzberg described Intrinsic to the job Extrinsic to the job
Important to job satisfaction Strong Poor
The main concepts behind the two-factor theory
are the difference between the motivation and hygiene
factors.
Motivation factors
The word ‘motivation’ comes from the Latin
word mover or ‘to move’. The definition of motivation
is ‘how to