<\/span><\/h3>\nLet\u2019s then begin by looking at Attitude. I was fortunate enough to have discovered the \u201cHertzberg Theory \u201c- Professor Frederick Hertzberg has promoted a theory of motivation which goes a long way forward from the original theory of \u201ccarrot and stick\u201d, or indeed its extension \u2018The Reward Theory\u2019, still used by many managers and companies to try and exhort greater efforts from their staff.<\/p>\n
It stems from two-statements:<\/strong><\/p>\n\n- What makes people happy and motivated at work, is what they do<\/li>\n
- What makes people unhappy and de-motivated at work, is the situation in which they do it<\/li>\n<\/ul>\n
Hertzberg suggested that managers needed become familiar with three new letters that would become increasingly important in the management of people in the future.<\/p>\n
The three letters are:<\/strong><\/p>\nQ.W.L.<\/strong> – standing for \u2018The Quality of Work Life\u2019<\/p><\/blockquote>\nManagers, who want to motivate their staff, he said, are going to have to improve their Q.W.L<\/p>\n
The first set of needs defined by Hertzberg is called Hygiene Needs and deal with a person\u2019s relationship with the environment. They consist of how people are treated at work.<\/p>\n
\n- Do you pay them well?<\/li>\n
- Good working conditions?<\/li>\n
- Human relations – the nature and quality of their supervision<\/li>\n
- Status<\/li>\n
- The nature of the company\u2019s policies and administration<\/li>\n<\/ul>\n
They are called Hygiene Factors, because if the factors are right, they prevent people from being dissatisfied in their working environment, so they keep people from being unhappy and that is their function – but they do not motivate.<\/p>\n
The other set of needs of people is caused by the fact that they are human beings and therefore, not only do they not want to hurt, so treat them well (Hygiene), but they want to do something. They want to grow and show what they can do. They want to be able to say at the end of the work experience not that they vegetated, but that they are more than they were (know more, can do more and therefore are more) and the only way to measure this is by what they have achieved in that experience.<\/p>\n
They are therefore asking these questions:<\/strong><\/p>\n\n- Do I achieve? Am I contributing?<\/li>\n
- Am I given increased responsibility?<\/li>\n
- Am I advancing and growing?<\/li>\n
- Is what I do meaningful and significant? Is its interesting?<\/li>\n
- Is my ability recognised?<\/li>\n<\/ul>\n
These are The Motivators<\/em>. They are the variables that managers can use to motivate people, because people who really want to do something, make it happen – that\u2019s motivation.<\/p>\nSo if we want to talk about motivated performance, we have got to talk about:<\/strong><\/p>\n