1. Motivators (Satisfiers)

Nature:

They are called motivators because they lead to job satisfaction and motivation when present (e.g., achievement, responsibility, personal growth).

1. These relate to the content of the work and personal growth.
2. They tap into an individual’s internal drive and desire for meaning, challenge, and achievement.
3. These are intrinsic to the job itself.
4. They are essential for creating job satisfaction and motivation.

Examples:

1. Achievement: Feeling a sense of accomplishment from completing challenging tasks.
2. Recognition: Being acknowledged and appreciated for one’s contributions.
3. Advancement: Opportunities for promotion and career growth.
4. The Work Itself: Finding the work interesting, challenging, and meaningful.
5. Responsibility: Being given autonomy and control over one’s work.
6. Personal Growth: Opportunities for learning and development.

Impact:

When motivators are present, employees feel satisfied and motivated.

The absence of motivators does not necessarily lead to dissatisfaction, but it results in a lack of satisfaction.

2. Hygiene Factors (Dissatisfiers)

Nature:

These factors prevent dissatisfaction when adequate (e.g., salary, supervision, company policies).

1. They do not create satisfaction when improved; they only prevent dissatisfaction.
2. These are extrinsic to the job itself.
3. They relate to the context or environment in which the job is performed.

Examples:

1. Company Policies and Administration: Fair and clear policies, efficient administration.
2. Salary: Adequate and competitive pay.
3. Interpersonal Relations: Positive relationships with colleagues and supervisors.
4. Working Conditions: Safe, comfortable, and adequate work environment.
5. Supervision: Competent and fair supervision.
6. Job Security: Feeling secure in one’s employment.
7. Status: The level of recognition and respect within the organization.

Impact:

When hygiene factors are inadequate, employees become dissatisfied.

Improving these factors reduces dissatisfaction, but it does not necessarily lead to satisfaction. It only brings employees to a neutral state of “not dissatisfied.”

Their presence keeps employees from being unhappy, but only motivators can make them truly satisfied.