Differentiate between motivators and hygiene factors in the workplace

If you already have a manual, consider updating it again, with staff input. You might also compare your policies to those of similar practices and ask yourself whether particular policies are unreasonably strict or whether some penalties are too harsh. To decrease dissatisfaction in this area, you must begin by making wise decisions when you appoint someone to the role of supervisor. Be aware that good employees do not always make good supervisors.

The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly. You should teach your supervisors to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.

Salary is not a motivator for employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for you. Consult salary surveys or even your local help-wanted ads to see whether the salaries and benefits you're offering are comparable to those of other offices in your area.

In addition, make sure you have clear policies related to salaries, raises and bonuses. Interpersonal relations. Remember that part of the satisfaction of being employed is the social contact it brings, so allow employees a reasonable amount of time for socialization e. This will help them develop a sense of camaraderie and teamwork. At the same time, you should crack down on rudeness, inappropriate behavior and offensive comments.

If an individual continues to be disruptive, take charge of the situation, perhaps by dismissing him or her from the practice. Working conditions. The environment in which people work has a tremendous effect on their level of pride for themselves and for the work they are doing. Do everything you can to keep your equipment and facilities up to date. Even a nice chair can make a world of difference to an individual's psyche. Also, if possible, avoid overcrowding and allow each employee his or her own personal space, whether it be a desk, a locker, or even just a drawer.

If you've placed your employees in close quarters with little or no personal space, don't be surprised that there is tension among them. Before you move on to the motivators, remember that you cannot neglect the hygiene factors discussed above. To do so would be asking for trouble in more than one way. First, your employees would be generally unhappy, and this would be apparent to your patients.

Second, your hardworking employees, who can find jobs elsewhere, would leave, while your mediocre employees would stay and compromise your practice's success. So deal with hygiene issues first, then move on to the motivators: Work itself. Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful. Emphasize that their contributions to the practice result in positive outcomes and good health care for your patients.

The theory's impact has been seen on reward systems, firstly in a move away from payment-by-results systems and today in the growing proportion of cafeteria benefits schemes, which allow individual employees to choose the fringe benefits which best suit them. Job enrichment was more theorised about than put into practice. Many schemes which were tried resulted only in cosmetic changes or led to demands for increased worker control and were therefore terminated. Nowadays the concept is more one of people enrichment, although this still owes much to Herzberg's original work.

His greatest contribution has been the knowledge that motivation comes from within the individual; it cannot be imposed by an organisation according to some formula. Many of today's trends - career management, self-managed learning, and empowerment - have a basis in Herzberg's insights. London, Staples Press, The managerial choice: to be efficient and to be human. Homewood, Ill. The motivation to work.

Harvard Business Review. By that time, the article had sold over one million reprints, making it the most requested article in the Harvard Business Review's history. Key works by others Books Adair, J. Leadership and motivation: the fifty fifty rule and the eight key principles of motivating others.

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