Читать книгу Kelly Vana's Nursing Leadership and Management - Группа авторов - Страница 65

Frederick Herzberg (1968) contributed to research on motivation and developed the Two‐Factor Theory of Motivation. He analyzed the responses of accountants and engineers and concluded that there are two sets of factors associated with motivation. One set of motivation factors must be maintained to avoid job dissatisfaction. These factors include such items as salary, working conditions, status, quality of supervision, relationships with others, and so on. These factors have been labeled Hygiene Maintenance Factors.

Other Motivation Factors, such as achievement, recognition, responsibility, advancement, and so on, also contribute to job satisfaction. These factors are intrinsic and serve to satisfy or motivate people. Herzberg proposed that, when these Motivation Factors are present, people are very motivated and satisfied with their jobs. When these Motivation Factors are absent from a work setting, people have a neutral attitude about their organizations. In contrast, when the Hygiene Maintenance Factors are absent, people are dissatisfied. Herzberg believed that, by providing the Hygiene Maintenance Factors, job dissatisfaction could be avoided, but that Hygiene Maintenance Factors alone will not motivate people.

New graduate nurses can use Herzberg's Two‐Factor Theory by evaluating the Hygiene Maintenance Factors present in health care organizations when they apply for jobs. The pay, working conditions, and the beginning relationship that has been established with a supervisor are aspects of a job that the nurse should consider. If these Hygiene Maintenance Factors are not adequate to begin with, then the nurse may become easily dissatisfied with the job. The higher‐level needs that Herzberg describes as Motivation Factors should also be evaluated by the nurse before joining an organization. Are there opportunities for the nurse to achieve professional growth, to take on new responsibilities, to advance and be recognized for the contribution he has made?

It is important to recognize that not all employees respond to the same motivation factors. For example, a manager might be surprised to learn that some personnel will not respond to opportunities for autonomy and personal growth on the job. Rather, they may view their jobs as a means of providing income and seek various forms of personal fulfillment off‐the‐job through their families and leisure activities (Burns, Bradley & Weiner, 2020).