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    Reading: Work and Motivation: SUMMARY NOTES - 1811-BE2-03-02

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    Herzberg argued that good working conditions and benefits are merely satisfiers for workers and do not motivate them. True motivators come from factors like interesting work, recognition, and responsibility. For repetitive jobs, managers can motivate workers by giving them team responsibilities or rotating workers through different tasks. Companies are more likely to motivate employees by promoting shared values and culture rather than just financial targets.

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    Reading: Work and Motivation: SUMMARY NOTES - 1811-BE2-03-02

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    Herzberg argued that good working conditions and benefits are merely satisfiers for workers and do not motivate them. True motivators come from factors like interesting work, recognition, and responsibility. For repetitive jobs, managers can motivate workers by giving them team responsibilities or rotating workers through different tasks. Companies are more likely to motivate employees by promoting shared values and culture rather than just financial targets.

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    Herzberg argued that good working conditions and benefits are merely satisfiers for workers and do not motivate them. True motivators come from factors like interesting work, recognition, and responsibility. For repetitive jobs, managers can motivate workers by giving them team responsibilities or rotating workers through different tasks. Companies are more likely to motivate employees by promoting shared values and culture rather than just financial targets.

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    Reading: Work and Motivation: SUMMARY NOTES - 1811-BE2-03-02

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    Herzberg argued that good working conditions and benefits are merely satisfiers for workers and do not motivate them. True motivators come from factors like interesting work, recognition, and responsibility. For repetitive jobs, managers can motivate workers by giving them team responsibilities or rotating workers through different tasks. Companies are more likely to motivate employees by promoting shared values and culture rather than just financial targets.

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    SUMMARY NOTES – 1811-BE2-03-02

    READING: WORK AND MOTIVATION


    (Reviewed by: Khusnul Qhotimah Y., M.Pd.)

    In this part, you are directed to read texts related to “Work and Motivation”.

    ‘SATISFIERS’ AND ‘MOTIVATORS’

    It is logical to suppose that things like good labor relations, good working

    conditions, good wages and benefits, and job security motivate workers. But in Work and

    the Nature of Man, Frederick Herzberg argued that such conditions do not motivate

    workers. They are merely ‘satisfiers’ or, more importantly, ‘dissatisfies’ where they do not

    exist. ‘Motivators’, on the contrary, include things such as having a challenging and

    interesting job, recognition and responsibility, promotion, and so on.

    However, even with the development of computers and robotics, there are and

    always will be plenty of boring, mindless, repetitive and mechanical jobs in all three

    sectors of the economy, and lots of unskilled people who have to do them.

    So how do managers motivate people in such jobs? One solution is to give them

    some responsibilities, not as individuals but as part of a team. For example, some

    supermarkets combine office staff, the people who fill the shelves, and the people who

    work on the checkout tills into a team and let them decide what product lines to stock,

    how to display them, and so on. Other employers ensure that people in repetitive jobs

    change them every couple of hours, as doing four different repetitive jobs a day is better

    than doing only one. Many people now talk about the importance of a company’s shared

    values or corporate culture, with which all the staff can identify: for example, being the

    best hotel chain, or hamburger restaurant chain, or airline, or making the best, the safest,

    the most user-friendly, the most ecological or the most reliable products in a particular

    field. Such values are more likely to motivate workers than financial targets, which

    ultimately only concern a few people. Unfortunately, there is only a limited number of

    Halaman | 1
    SUMMARY NOTES – 1811-BE2-03-02

    such goals to go round, and by definition, not all the competing companies in an industry

    can seriously claim to be the best.

    Answer these following questions based on reading text.

    1. What did Herzberg suppose about good labor relations and good working conditions?
    2. How do Herzberg define motivators?
    3. How do managers motivate people?
    4. What kind of value that motivates workers?

    These are answers from the questions.


    1. Herzberg suppose that good labor relations and good working conditions do not
    motivate workers.
    2. Motivators include things such as having a challenging and interesting job,
    recognition and responsibility, promotion, and so on.
    3. Managers can give some responsibilities as part of a team.
    4. Company’s shared values or corporate culture can motivate workers.

    __________________
    Reference:
    Mackenzie, I. (2002). English for business studies. Italy: Cambridge University Press.

    Halaman | 2

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