A2 Psychology: Organisations
Satisfaction at work- Theories of job satisfaction (Pt 1)
• Satisfaction- The (+) and (-) feelings and attitudes about one’s job
o Satisfaction isn’t just about what workers are contended with,
it is a study of both what they are happy about AND what they
are dissatisfied with
• There are 2 approaches to conceptualising job satisfaction/dissatisfaction
1. General approach- Considers 2. Facet approach- Considers job satisfaction to be
overall job satisfaction composed of feelings and attitudes (by categories)
about a variety of different elements/facets of the job
➢ Using a yes-no response, a
single rating scale, or a small ➢ Satisfaction with pay, type of work itself, work
group of items that measure conditions, supervisory conditions, company
global job satisfaction policies, relations with co-workers, etc.
1. Two-Factor Theory (Herzberg, 1959)
• Highlighted the role of job satisfaction in determining worker motivation
• Herzberg says:
o The traditional, single-dimension approach to job satisfaction (with a single
dimension ranging from 1 extreme of job satisfaction to job dissatisfaction) is wrong)
o Job satisfaction and job dissatisfaction is are actually 2 separate and independent
dimensions
• Background: Analysed survey responses of many white collar (professional) workers who
were asked to describe what made them feel especially good/bad about their jobs
• Factors clustered into 1 of 2 categories:
Motivators Hygienes
Elements related to job content Elements related to job context
- When these factors are - When these factors are
Definition present, it leads to job present, it leads to job
satisfaction dissatisfaction
➢ Responsibility ➢ Company policy &
➢ Achievement administration
➢ Recognition ➢ Supervision
Examples ➢ Content of work ➢ Interpersonal relations
➢ Advancement ➢ Working conditions
➢ Growth on job ➢ Salary
1
Notes compiled by: Chew Wen Min
, • Example: A job as a paramedic
o Hygienes- Low to moderate (not appealing); Not particularly well paid & working
odd hours at high pressure to save lives
BUT
o Motivators- High (very appealing); High importance put on responsibility to save
lives- work has value to society
▪ Result= The Motivators overpower the Hygienes= higher job satisfaction
• Herzberg’s theory therefore says that to keep workers happy & motivated:
1. Eliminate job dissatisfaction (Improve hygiene factors)
o Compensate workers appropriately, treat them well, give job security
o But this will only prevent dissatisfaction, not necessarily motivate workers
2. Motivators must be present
o To get workers to put greater effort & energy into their jobs
o Work must be important, giving them a sense of responsibility, providing
chances for recognition & upward mobility
Evaluation (Herzberg):
• Research has not been very supportive of this theory
o Criticised primarily on methodological grounds- subsequent research has not
replicated the presence of the 2 factors
• There are difficulties with distinguishing Hygienes & Motivators
o Ex: Salary should be a hygiene because it is external to work, but it may sometimes
be seen as a motivator (recognition of work and status)
o This make it difficult to apply to real life situations practically- How do we
provide/remove a factor to increase/decrease satisfaction if it is linked to both
hygiene and motivation?
• It’s been suggested that Herzberg’s theory applies more to white-collar (professionals) than
to blue collar (manual labour/unskilled) workers
o The model is hence not considered a viable theory of motivation
• However, Herzberg’s theory helped stimulate the development of Job Enrichment
2
Notes compiled by: Chew Wen Min
Satisfaction at work- Theories of job satisfaction (Pt 1)
• Satisfaction- The (+) and (-) feelings and attitudes about one’s job
o Satisfaction isn’t just about what workers are contended with,
it is a study of both what they are happy about AND what they
are dissatisfied with
• There are 2 approaches to conceptualising job satisfaction/dissatisfaction
1. General approach- Considers 2. Facet approach- Considers job satisfaction to be
overall job satisfaction composed of feelings and attitudes (by categories)
about a variety of different elements/facets of the job
➢ Using a yes-no response, a
single rating scale, or a small ➢ Satisfaction with pay, type of work itself, work
group of items that measure conditions, supervisory conditions, company
global job satisfaction policies, relations with co-workers, etc.
1. Two-Factor Theory (Herzberg, 1959)
• Highlighted the role of job satisfaction in determining worker motivation
• Herzberg says:
o The traditional, single-dimension approach to job satisfaction (with a single
dimension ranging from 1 extreme of job satisfaction to job dissatisfaction) is wrong)
o Job satisfaction and job dissatisfaction is are actually 2 separate and independent
dimensions
• Background: Analysed survey responses of many white collar (professional) workers who
were asked to describe what made them feel especially good/bad about their jobs
• Factors clustered into 1 of 2 categories:
Motivators Hygienes
Elements related to job content Elements related to job context
- When these factors are - When these factors are
Definition present, it leads to job present, it leads to job
satisfaction dissatisfaction
➢ Responsibility ➢ Company policy &
➢ Achievement administration
➢ Recognition ➢ Supervision
Examples ➢ Content of work ➢ Interpersonal relations
➢ Advancement ➢ Working conditions
➢ Growth on job ➢ Salary
1
Notes compiled by: Chew Wen Min
, • Example: A job as a paramedic
o Hygienes- Low to moderate (not appealing); Not particularly well paid & working
odd hours at high pressure to save lives
BUT
o Motivators- High (very appealing); High importance put on responsibility to save
lives- work has value to society
▪ Result= The Motivators overpower the Hygienes= higher job satisfaction
• Herzberg’s theory therefore says that to keep workers happy & motivated:
1. Eliminate job dissatisfaction (Improve hygiene factors)
o Compensate workers appropriately, treat them well, give job security
o But this will only prevent dissatisfaction, not necessarily motivate workers
2. Motivators must be present
o To get workers to put greater effort & energy into their jobs
o Work must be important, giving them a sense of responsibility, providing
chances for recognition & upward mobility
Evaluation (Herzberg):
• Research has not been very supportive of this theory
o Criticised primarily on methodological grounds- subsequent research has not
replicated the presence of the 2 factors
• There are difficulties with distinguishing Hygienes & Motivators
o Ex: Salary should be a hygiene because it is external to work, but it may sometimes
be seen as a motivator (recognition of work and status)
o This make it difficult to apply to real life situations practically- How do we
provide/remove a factor to increase/decrease satisfaction if it is linked to both
hygiene and motivation?
• It’s been suggested that Herzberg’s theory applies more to white-collar (professionals) than
to blue collar (manual labour/unskilled) workers
o The model is hence not considered a viable theory of motivation
• However, Herzberg’s theory helped stimulate the development of Job Enrichment
2
Notes compiled by: Chew Wen Min
