High compensation alone may not guarantee job fulfilment. Frederick Herzberg, a motivation theorist, classified the factors that contribute to job satisfaction into two categories in the 1950s: hygiene and motivators. In other words, the atmosphere must be pleasant, and the job must be a good match. Employee surveys have proven that employees’ ownership of their employment and tangible business advantages are just as crucial to job satisfaction as a large income in the decades since Herzberg’s study.
The term “hygiene” relates to the conditions under which people labour. While this dimension does not guarantee job satisfaction, it is a necessary condition for it to occur.
The work environment encompasses all facets of an organization’s administration, including company policies that should apply to everyone equally.
Another part of cleanliness is selecting the proper supervisors that treat employees fairly and provide positive feedback. Workers expect to be paid fairly and in accordance with market conditions. Employees also need the tools they need to execute their tasks properly, as well as enough work space and policies that encourage pleasant interactions among coworkers.
Employees must feel a genuine connection to their work after the hygiene criteria are in place. The capacity to employ individual abilities on the job is one of the motivators in this dimension of job satisfaction. Explicit recognition of a job well done, such as through praise or staff award schemes, contributes to job satisfaction. Employees must also have the opportunity to progress inside the company.
Workers of all ages had diverse desires for their working environment, according to a 2001 poll conducted by the employment services business Randstad. Four out of five older workers aged 55 to 69 wanted to get new experience on the job, while 77 percent of workers aged 21 to 35 wanted to find a long-term employer. Those between the ages of 36 and 54 were looking for jobs that would allow them to contribute positively to the firm and the lives of their clientele.
Trust, flexibility, and a career attitude were the three most important factors in employee satisfaction. It’s likely not surprising, given these findings, that employees value company-provided training and career-planning support.
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