Frederick Herzberg came up with his finding

Frederick Herzberg came up with his findings on delight, which he published in his record book The Motivation to Work, in 1959 (NetMBA no date). He conducted series of interviews where employees were asked what pleased and displeased them round their work (NetMBA no date). After analyzing the gathitherd data, he came up with the half-dozen pourboire factors in the work environment that cause dissatisfaction, or the hygiene factors, and the cabbage six factors that cause satisfaction, or the motive factors.When the following factors argon absent, in that respect is dissatisfaction (a) Company policy, (b) Supervision, (c) Relationship with Boss, (d) Work Conditions, (e) Salary, and (f) Relationship with peers (NetMBA no date). However, it is to be noned that the social movement or maintenance of these factors does not necessarily pixilated satisfaction but would only stiff that there is no dissatisfaction (NetMBA no date). If supervision leave be maintained at the minim um level, it does not necessarily mean that the employee will gain satisfaction in his job. Furthermore, it could be noticed that these factors are outside to the job itself and to the worker. These are things which are dependent on a atomic reactor of other things aside from the worker and the job.The factors that lead to satisfaction are as follows (a) Achievement, (b) Recognition, (c) Work itself, (d) Responsibility, (e) Advancement, and (f) Growth (NetMBA no date). Similar to the factors that lead to dissatisfaction, the absence of one of these six factors does not necessarily lead to dissatisfaction but would only mean that there is no satisfaction felt.It is to be noted that Herzberg does not meant these cardinal sets of factors to be of the opposite poles but he meant it to live on two different sticks. It is best to make an illustration of this for better commiserateing.Here, it is easy to pin bode what happens when the two set of factors are present and absent or maint ained and not maintained. Reading the second column downwards, motivating factors bring satisfaction when these are present. With their absence, no satisfaction is felt but this does not necessarily mean that the employee is dis snug. On the third column, when the hygiene factors are not maintained to a desired level or are absent, this leads to dissatisfaction. Their presence or maintenance, on the other hand, would bring no dissatisfaction but does not necessarily mean that satisfaction is achieved.Somehow, it gives much sense that this theory provides certain implications for management of gentle resources. This theory pinpoints how the level of confidence or satisfaction of employees can be boosted or how their morale, for that matter, can be placed at a high level. The clement resources manager, aided with this theory, may at the genuinely least, be up to(p) to identify soft spots where improvements could be made for the employees to feel satisfied with their jobs.The sets of factors mentioned above could be a starting point for bringing in satisfaction and for boosting the morale of the employees. More specifically, the manager could concentrate on addressing the hygiene factors and keeping it at a level that leaves no dissatisfaction for the employees and raising up the motivation factors to bring in satisfaction. This way, it could also be a predecessor for higher levels of morale for the employees.Further, Herzberg did not leave the study without strategies for bringing in the much-desired satisfaction for employees. One of his suggestions was job enlargement for employees. Job enlargement, in human resource management, may be taken as the horizontal working out of a certain job. For example, a secretary who has the job duties of answering strait calls and making appointments to clients may be given a new job of organizing the incoming and outgoing files. Giving more tasks of the same nature and would jibe the job title would fall under the category of job enlargement. It is handle adding more chocolate to the chocolate. This is not the same as job enrichment, which is adding the almonds and fruits to the chocolate.To this, the technique that leads to job satisfaction can be identified and is through the compounding of high hygiene and high motivation (Anon. no date). This means eliminating the causes of dissatisfaction to a point where there is no dissatisfaction felt by the employees (Anon. no date). Subsequently, the company can charge the motivation factors to lead the batch to become highly-motivated employees (Anon. no date).The two-factor theory of job satisfaction may have took off from and have similarities with the Hierarchy of Needs by Abraham Maslow as it also pertains to (a) physiological, (b) security and safety, (c) love and feelings of belonging, (d) competence, prestige, and esteem, (e) self-fulfillment, and (f) curiosity and the need to understand (Anon. 2005).This theory does not escape the crit icisms because there are loopholes or gaps that are left unfilled. This theory does not take into precondition the fact that people may not consider the same set of hygiene and motivation factors because they might have different needs and achievements. Moreover, it does not take into consideration the nature of corporations because the motivation factors can not be introduced such as the call centers where the hierarchy is vey flat and job enlargement is not very much possible because of the high division of labor.ReferencesAnonymous. (no date). Two Factor surmise Herzberg, Frederick. Available from http//www.valuebasedmanagement.net/methods_herzberg_two_factor_theory.html Accessed 29 celestial latitude 2007.Anonymous. 2005. Motivation. Microsoft Encarta 2006 CD. Redmond, WA Microsoft Corporation. Accessed 29 December 2007.NetMBA. (no date). Herzbergs Motivation-Hygiene Theory (Two Factor Theory). Available from http//www.netmba.com/mgmt/ob/motivation/herzberg/ Accessed 29 Decem ber 2007.