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A 3 page research paper that, first of all, discusses Herzberg's model and then discusses it in reference to the postal system. Bibliography lists 2 sources.
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3 pages (~225 words per page)
File: D0_khusps.rtf
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resulted in the publication of his 1959 text The Motivation to Work (NetMBA, 2007). The following examination of Herzbergs theory applies its principles to the how employees are motivated at
the U.S. Postal Service. Herzberg discovered that the factor creasing job satisfaction were quite different from the factors that were association with job dissatisfaction. The theory that he formulated
to explain his results designates factors that promote job satisfaction as "motivators," while factor that promote job dissatisfaction are "hygiene factors," with the term "hygiene" being used in the sense
that these are factors that are "necessary to avoid dissatisfaction, but that by themselves do not provide satisfaction" (NetMBA, 2007). Listed in importance from higher to lower, Herzbergs leading factors
for job dissatisfaction are: "Company policy, Supervision, Relationship w/Boss, Work conditions; Salary; and Relationship w/Peers" (NetMBA, 2007). The top factors leading to job satisfaction (from highest to lowest) are: "Achievement,
Recognition, Work itself, Responsibility, Advancement and Growth" (NetMBA, 2007). Herzbergs theoretical perspective proposes that since the factors creating satisfaction or dissatisfaction are not the same, these two conditions cannot
be regarded as polar opposites of each other. In other words, the opposite of satisfaction is not dissatisfaction, but is, rather, not having satisfaction (NetMBA, 2007). From his research, Herzberg
concluded that management not only needs to supply the factors that lead to job satisfaction, but must also provide factors that are "intrinsic to the work itself" in order for
employees to develop a healthy sense of job satisfaction (NetMBA, 2007). Therefore, according to Herzberg: The job should have sufficient challenge to utilize the full ability of the employee;
Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility; (and) If a job cannot be designed to use an employees full abilities, then the firm
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