Things at work that result in satisfaction are called?

Things at work that result in satisfaction are called?

• A. Hygiene or maintenance factors (Herzberg's)
• B. Motivators (Herzberg's)
• C. Payment by results
• D. Maslow's hierarchy of needs

Answer: (B)

The question tests understanding of Herzberg's two-factor theory, specifically the distinction between factors that create satisfaction and those that prevent dissatisfaction. In this theory, motivators are the aspects of a job that come from doing the work itself and from opportunities for achievement, recognition, meaningful work, responsibility, and growth. When these motivators are present, they bring true job satisfaction and can boost motivation. Hygiene factors, on the other hand, don’t produce lasting satisfaction; they prevent unhappiness if they’re adequate. They include things like pay, company policies, working conditions, supervision, and relationships at work. If these are poor, people are dissatisfied, but simply improving them beyond a basic level won’t significantly boost motivation or satisfaction in the long term. Payment by results isn’t a Herzberg category and relates more to pay-for-performance rather than intrinsic job satisfaction. Maslow’s hierarchy is a broader theory of needs and isn’t the specific framework for classifying workplace factors in this context. So the things at work that lead to satisfaction are motivators.

The question tests understanding of Herzberg's two-factor theory, specifically the distinction between factors that create satisfaction and those that prevent dissatisfaction. In this theory, motivators are the aspects of a job that come from doing the work itself and from opportunities for achievement, recognition, meaningful work, responsibility, and growth. When these motivators are present, they bring true job satisfaction and can boost motivation.

Hygiene factors, on the other hand, don’t produce lasting satisfaction; they prevent unhappiness if they’re adequate. They include things like pay, company policies, working conditions, supervision, and relationships at work. If these are poor, people are dissatisfied, but simply improving them beyond a basic level won’t significantly boost motivation or satisfaction in the long term.

Payment by results isn’t a Herzberg category and relates more to pay-for-performance rather than intrinsic job satisfaction. Maslow’s hierarchy is a broader theory of needs and isn’t the specific framework for classifying workplace factors in this context.

So the things at work that lead to satisfaction are motivators.