Herzberg's analysis focuses on the problem of motivation and on the crucial question: "How does one cause an employee to do what is expected of him?" He presents an introduction and develops a list of attitudes and inefficiencies to get the job expected of employees: Ask, give instructions, use of financial incentives, and indicate the way forward. These are some stages in the development. The application must be characterized by its simplicity, and it highlights an exemplary method in this context. The CPF, ironically, means "kick in the butt."
It then enters a typology of the CPF for understanding, more seriously, what he means by the concept. It puts the focus on why that should not be the CPF, or rather what would be a negative CPF.
Tags: Two Factor theory, CPF, Herzberg
[...] However, these two CPF did only result in the employee to move while motivation remained confined in the person who administered the CPF. CPF allows positive motivation, by the use of bait and stimulants to get the desired action from the employee, like flattering, whose master gets his dog to do the works by promising a biscuit. It appears by the irony and the absurd nature of the assumption of CPF that it is not the method recommended by Herzberg. [...]
[...] In conclusion, Herzberg insists that the enrichment of its proposed work requires dynamic and permanent measures to allow time to take its full extent. He recalls, however, ultimately the choice of tasks to be rich is also crucial. Finally, he summarizes his view by explaining that the problem of motivation does not appear in reality when a company has a productive force that it can be used but it also cannot get rid of that last comment which sounds much like a confession from a predominance of the efficient allocation of productive forces within the company about the problem of the motivation. [...]
[...] The author then engaged in a 'chronology' of positive CPF set up by those who did not understand this operating principle of motivation. Initially, the reduction of working time the establishment of recreational programs, had misunderstood the evidence that it motivated those who wanted to work more. Wage growth has maintained a spiral of rising wages, without creating motivation. Perquisites by the proportion that they have reached in salary expenditure budgets, are now regarded as given as a source of motivation. [...]
[...] The research of the motivations in Two Factor theory of Herzberg Herzberg analysis is centered to the problem of motivation and on the crucial question: "How does one cause an employee to do what is expected of him?" He presents an introduction and develops a list of attitudes and inefficiencies to get the job expected of employees: Ask, give instructions, use of financial incentives, and indicate the way forward These are some stages in the development. The application must be characterized by its simplicity and it highlights an exemplary method in this context. The CPF, ironically, means "kick in the butt." It then enters a typology of the CPF for understanding more seriously what he means by this concept. It puts emphasis on why that should not be the CPF or rather what would be a negative CPF. There are two forms against- productive. [...]
[...] It is this problem that Herzberg is exposing through his theory of moral health-motivated opposition. He concluded that satisfaction and dissatisfaction were not caused by the same factors and therefore should not be thought in a relation of contradiction. Motivators and health factors of morality differ completely and interact with each motivation; the other is on the discontent independently. It then describes the three philosophies of the 'triangle': One is based on organization theory which advocates the pragmatism of personnel management as it postulates the irrationality of human needs, one that draws on industrial organization and which insists on mechanistic principles, which is more sensitive to behaviors that would make the organization primarily a space for human values. [...]
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