Critical-Care Nurses’ Perceived Leadership Practices, Organizational Commitment, and Job Satisfaction: An Empirical Analysis of a Non-Profit Healthcare

By Ngozi I. Moneke

My writing of this book has evolved over the past thirty-six years of professional nursing practice. These were my first efforts as an author, which were published in 2013: Promoting a Culture of Safety: Preventing Central Line Infections in Weill Cornell Medical Center, which used a performance improvement process to lower the rate at which critically ill patients in cardiac care developed central line infections, and Factors Influencing Critical Nurses' Perception of their Overall Job Satisfaction: An Empirical Study, which used a correctional approach and was statistically analyzed to determine the perception of critical-care nurses of their manager's leadership style and its effect on their job satisfaction. Having been on the receiving end of leadership behaviors gave me a firsthand opportunity to observe these diverse nurse leaders at both extremes of the spectrumfrom laissez-faire leadership style to dictatorial leadership style and everything in between. Each encounter has enriched my life immeasurably. My personal and professional experiences, as well as the knowledge I gained from completing my dissertation, all compelled me to write this bookto share with novice managers and those aspiring for a leadership role an awareness and provide them with some valuable information needed as they forge their career paths into a leadership role, knowing that one of the keys to effective leadership is the ability to stay intellectually curious and committed to learning with the understanding that new knowledge can come from variety of sources and to make it a point of duty to be always on a lookout for new knowledge.

• Language: English
• Publisher: Xlibris US
• Release date: Dec 28, 2016
• ISBN: 9781524565244

Ngozi I. Moneke

The Author Ngozi I. Moneke, DHA, MSN, APRN, ACNPC, CCRN-CMC has an embedded history in nursing practice, performance improvement, research, and academia—over thirty-five years’ experience in the field of nursing with more than twenty-five years of those in critical care nursing. She has passion for helping people, most notably the critically ill patients, a staunch patient advocate, supports and promotes patients’ rights by ensuring that their needs were met appropriately, a member of several professional nursing organizations, and holds several board certifications. She is a published author in numerous peer-reviewed journals. “By becoming certified, nurses validate their expert knowledge and skills and therefore position themselves for appropriate recognition, advancement and a critical sense of confidence and achievement.”—AACN

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Chapter 1

INTRODUCTION

The effectiveness of healthcare organizations in today’s fast paced environment entails that organizations improve the job satisfaction of its employees, thereby retaining a fulfilled workforce that contributes optimally to the organizational goals and objectives.

Leadership effectiveness is the ability to create a conducive environment for each subordinate that facilitates achievement of his or her fullest potential (Evans, 2007; Lachinger & Heather, 2008; Nahavandi, 2006; Teng, Chang, & Hsu, 2009). Leading people effectively is a tremendous challenge, a great opportunity, and a serious responsibility (Nahavandi, 2006). Leaders’ effectiveness in today’s organizational arena entails an ability of the leader to understand the complexities of the ever-changing global, competitive environment.

Leaders not only need the intelligence and the sensitivity to manage complex problems, but also the ability to empathize with their followers to motivate them to strive for excellence (Nahavandi, 2006; Sellgreen, Ekvall, & Tomson, 2006). Nurses’ job satisfaction is a key issue to consider in the retention of critical-care nurses (ANA, 2009; Cary, 2008). Organizational success and an employees’ ability to thrive are influenced by a leader’s ability to ignite outstanding performance (Stapleton, Mendez, Creedy, & Cookie, 2007). Dissatisfaction and shortage of critical-care nurses have a negative effect on patient outcome (Braithwaite, 2008; Garrett, 2008; Ruggerio, 2005).

The purpose of the quantitative, correlational study is to survey critical-care registered nurses’ who practice in select nonprofit, healthcare organizations in New York, to determine what degree of correlation, exists, if any, between their perceived leadership practices, organizational commitment, and overall job satisfaction. Chapter 1 provides discussions on the background of the study, including the problem statement, the purpose, the significance of the study, and significance of the study to leadership. Included also in Chapter 1 are the research questions and hypotheses, the theoretical framework, appropriateness of the study, and operational definitions, Scope, limitations and delimitations, and assumptions.

Background of the Problem

Registered nurses (RNs) constitute the largest single healthcare profession in the United States, numbering over 2.2 million (Cullen, Ranji, & Salganicoff, 2010).

According to United States Department of Health and Human Services [DHHS] (2004), by the year 2020, the shortfall of nurses in the United States would be 36%. Due to changes in hospitals’ reimbursements methods by private and government payers, the nurse-to-patient ratio has increased, resulting in increased nurse dissatisfaction. Stress, irregular working hours, declining working conditions, low morale, and frustration at providing suboptimal care have exacerbated the nursing shortage as dissatisfied nurses leave their jobs (The Institute for the Future, 2003, p.104; Upenieks, Akhavan, & Kotlerman, 2008).

By 2025, the shortage in RNs is projected to grow to an estimated 260,000 FTEs, twice as high as any United States nursing shortage since the 1960s (Buerhaus, Potter, Staiger, & Auerback, 2009). This quantitative correlational study will determine the relationship among, leadership style, organizational commitment, and job satisfaction of critical-care registered nurses employed in a nonprofit healthcare organization. Recurrent shortages of nurses in the United States health care system affects quality of patient care and is a multifaceted and complex issue, including compensation and retention (AACN, 2008; Cullen, Ranji, & Salganicoff, 2010; Lin, Juraschek, Xu, Jones, & Turek, 2008; Poter-Wenzlaff & Froman, 2008). Factors that positively affect job satisfaction of critical-care nurses will promote retention, while those factors that negatively affect job satisfaction will lead to more turnover and therefore worsen the nursing shortage (ANA, 2008; Carry, 2008; Halfer, 2007).

Murrells, Robinson, and Griffiths (2008) noted that job satisfaction is an important component of nurses’ lives that can have an effect on patient safety, productivity and performance, quality of care, retention, turnover, and commitment to the organization and the profession. Structural components of an empowered workplace can contribute to a healthy, productive and innovative RN workforce with increased job satisfaction and retention (Wagner et al., 2010). Job dissatisfaction affects nurses ‘commitment to the organization. Organizational culture and leadership determines the success of any healthcare organization (Casida & Pinto- Zipp, 2008).

Employees in organizations may be motivated to contribute their ideas and talents and may be quite satisfied with their job in an environment that fosters growth of the employees and where their knowledge, skills and abilities are valued and fully used (Murrells, Robinson, & Griffiths, 2008). Employee’s who feel that they are cared for by their organization and managers also have not only higher levels of commitment, but they are also more conscious about their responsibilities, have greater involvement in the organization, and are more innovative (Sticher, 2009; Teng, Chang, & Hsu, 2009; Widsor, 2010). Leadership support, collegial influence, and the interaction of personalities in the work group can have a synergistic effect on motivation. The increased demand for skilled workers has created a satisfied workforce, which has important implications for organizations (Demir, 2009; Lachinger, 2008).

Research showed that the vacancy rates in professions such as nursing and allied healthcare professionals continue to affect patient access to healthcare (ANA, 2009). For example, increased wait time and in some cases, cancellation of tests and procedures are as a result of staffing shortages (ANA, 2009; Griffth, 2009; Kosel & Olivo, 2002). High nurse turnover and vacancy rates have been shown to affect access to health care (AL-Hussami, 2008). Hiring of new employees on regular bases is costly, and frequent staff turnover affects employees’ morale and impairs patient care (Hamric & Blackwell, 2007). Increased turnover has been found to have a negative physical and emotional effect on patients and has led to an increase in the incidence of patients’ falls, medication errors, fear and anxiety, and feelings of hopelessness (ANA, 2009; Best & Thurston, 2004; Lachinger & Heather, 2008). Wagner and Huber (2003) identified two key factors, organizational commitment and job tension, as reasons behind nurses leaving their positions. Research has shown that implementing strategies that promote teamwork and communication, standardize processes of care, emphasize engagement in quality improvement, and provide a positive safety culture are associated with improved patient outcomes and staff morale (Buerhaus, 2009; Nguyen, Wunsch & Angus, 2010).

Atencio, Cohen, and Gorenberg (2003) stated that retaining current critical-care nurses is a cost-effective investment for hospitals and the projected cost of replacing one critical-care nurse is approximately $140,000.00 or twice the nurse’s salary. Research showed that organizations that promote job satisfaction and career satisfaction reap the benefits of increased retention and reduced attrition (O’Brien-Pallaset, 2006). There are several factors resulting in the increased demand and use of medical services, while other factors contribute to the decrease supply of registered nurses (ANA, 2005; Goulette, 2009).

The American Hospital Association (2008) contended that the increased demand for medical services and decreased supply of critical-care nurses are quite evident.

Understanding the factors that influence nurses’ job satisfaction is important. The leader must identify those components and strengthen them in maximizing motivation at the unit level (Wood, 2009). The American Nurses Association (2005) projected that in the next decade; there will be a major shortage of nurses, especially in specialty units such as critical care.

In 2006, the United States Department of Labor purported that a sufficient number of nurses are essential in other to (a) maintain a safe environment for patients, (b) administer therapies as prescribed by physicians, (c) evaluate the patient’s response to treatment, and (d) prepare the patient for return to a healthy status. If disruption occurs in the balance of supply and demand in the nursing labor force, potential nursing shortages ensue (United States Department of Labor, 2006). The quality of care is positively correlated with the availability of nurses who are important in the delivery of healthcare services (Aiken, Clarke, Sloane, Lake, & Cheney, 2008; Blais, 2006; Levitt & Chaffe, 2007).

Job satisfaction is an important component of nurses’ lives that can affect patient safety, staff morale, productivity and performance, quality of care, retention and turnover, commitment to the organization and the profession (Bowles & Candela, 2005; Lockwood, 2007; Thomas, 2007). Buerhaus (2005) noted that the degree to which the shortage exists in nursing progression affected the ability of healthcare organization to meet healthcare needs of critically ill patients. Managerial style is very important and can be fundamental for subordinates’ acceptance of change and in motivating them to achieve stated visions and goals (Kane, 2006; Sellgreen, Ekvall, & Tomson, 2006).

Motivation enables an individual to deliver to his or her potential, and may even perform above the level expected of his or her intelligence and academic ability. Study showed that subordinates prefer manager with more clearly expressed behavior (Sellgreen, Ekvall, & Tomson, 2006; Wagner, 2006). Nurses are assets to healthcare organization. Job satisfaction has the largest effect on workers’ turnover intent (Levitt & Chaffe, 2007). Research showed (a) that people are often anxious or nervous when they are encouraged by people in leadership to deliver their very best and (b) leaders who hold high expectations for employees made them more willing to participate and do what was expected without hesitation (Kouzes, & Posner, 2005).

Evidence suggested that a nurse manager’s leadership style affected the job satisfaction among nurses (Cummings et al., 2008; Sellgren et al., 2008). Organizational effectiveness entails an ability to retain their employees by promoting strategies that promotes job satisfaction which in turn will lower turnover rates. Low job satisfaction and increase turnover can affect the organizations’ bottom line (Love, Revere & Black, 2008; Morrison, Burke, & Greene, 2007).

Satisfied employees tend to be more productive, creative, and committed to their employers, and recent studies have shown a direct correlation between staff satisfaction and patient satisfaction in health care organizations (Fahad, 2005; Peltier, Pointer,& Schibrowsky, 2007; Rathert & May, 2007). Job stress is among the reasons nurses leave their positions.

Critical-care nurses work in a highly technological and stressful environment (Egan, 2006), with dissatisfaction often attributed to poor autonomy (Zurmehly, 2008), and heavy workloads, leadership styles, motivation, inadequate training, and lack of respect (Lu, While, & Barriball 2005).

Despite an increased interest in job satisfaction, the manner in which the perceived leadership practices and organizational commitment of critical-care nurses affect job satisfaction in a nonprofit healthcare organization has not been studied specifically. The identification of factors that influence critical-care nurses’ job satisfaction would assist nursing administrators to develop strategic initiatives to retain qualified staff. The factors that result in job satisfaction are essential for an organization to identify so that the organization can implement the necessary changes to maintain critical-care nurses’ job satisfaction and retention (Peltier, Pointer, & Schibrowsky, 2007)

Problem Statement

Nurses’ job satisfaction is a key issue to consider in the retention of critical-care nurses (AACN, 2005; Braithwaite, 2008; Brunetto & Farr-Wharton, 2006; Ruggiero, 2005; Saks, 2006). According to the American Nurse Association (2005), there are several factors resulting in the increased demand and use of medical services, while other factors contribute to the decreased supply of registered nurses. The projection is that by the year 2020, the demand for nurses will be as high as 29% greater for nurses than the supply (Bureau of Health Professions, Health Resources, and Services, 2004). Nurses provide the highest percentage of patient care in health systems including hospitals, home health services, physicians’ offices, and nursing care facilities (Bureau of Labor Statistics, 2008; Lynn & Redman, 2006).

High nurse turnover and vacancy rates are affecting access to health care (Morrison et al., 2007). Most healthcare organizations are having problems recruiting and retaining qualified nursing staff (Morrison et al., 2007). Hiring new employees on a continuous basis is costly (Bliss, 2011). The cost of turnover in any organization can reach 150% of the employees annual compensation benefits, including the costs due to a person leaving, recruitment, and training costs (Bliss, 2011), and constant staff turnover affects negatively on employees’ morale and quality of care (Peltier, Pointer, & Schibrowsky, 2007).

The problem is that the current nurse shortage (AACN, 2008; Lin et al., 2008) and poor nurse satisfaction (Brunnetto & Farr-Wharton, 2006; Wagner, 2006), are creating negative consequences such as over-burdening workloads, poor quality of patient care (Braithwaite, 2008; Garrett, 2008; Leurer, Donnelly, & Domm, 2007), rising expenses associated with turnover and attrition (Bliss, 2011), and nurses electing to quit their jobs and/or leave the profession (Buerhaus et al., 2009). Although studies have been done in the area (Al-Hussami, 2008; Wietzel, 2009; Fitzpatrick, 2009; Wen-Hsien & Liang, 2009), however, these studies have not explored nurses’ perceived leadership practices, their commitment to the organization, and their overall job satisfaction in critical care environment in New York City. This quantitative, correlational design, nonexperimental research study sought to examine the relationship among the predictor variables and criterion variable. This purpose was pursued by surveying critical- care nurses who practiced in a nonprofit healthcare organization in New York City. Three existing, validated instruments (LPI, OCQ, and JIG) were used to gather data for the current study. The findings of the study may shed light on the internal and external factors and processes that play a role in critical-care nurses’ overall job satisfaction. Nursing research may use the result of the current study to further comparative studies within nursing practice. Healthcare organizations may use the results to plan strategies that will improve employee satisfaction, lower critical-care nurses’ turnover costs; improve patient satisfaction and safety, and promote cost reduction.

Purpose Statement

The purpose of the quantitative, nonexperimental, correlational research study was to describe the extent to which any relationship exists among the predictor variables (perceived leadership practices, organizational commitment), and criterion variable (job satisfaction), by surveying critical-care nurses who practiced in a nonprofit healthcare organization in New York City. The other purpose of the study is to help healthcare leaders in gaining a better understanding and increased awareness of critical-care nurses’ perspectives on leadership practices, organizational commitment, and job satisfaction issues in the critical-care environment, which may mitigate the nursing shortage, lower nurse turnover rates, promote patient safety, improve patient and nurse satisfaction, and cost reduction. The correlation of these variables was determined with the use of three instruments, the Leadership Practice Inventory (LPI), the Organizational Commitment Questionnaire, and the Job in General Survey an 18-item instrument for assessing overall job satisfaction.

Significance of the Study

Research is a systematic inquiry that provides information to guide managerial decisions. According to Creswell (2008) the significance of the study should describe the importance of the study for the selected audiences. The audience consists of "individuals and groups who will read and potentially benefit from the information provided in the research study (p.79). Nurses operate in an era of accountability, where quality issues, patient safety, and cost concerns are primary drivers of patient care processes (Houser, 2008).

The levels of patient acuity in hospital are increasing while patient length of stay is decreasing (Smith, 2006). The American Association of Critical Care Nurses (2005) confirmed that an improved critical-care work environment and the maintenance of adequate staffing, through effective leadership would assist to ensure the safety of care given in the critical-care units. Lynos, Lapin, and Young (2003) noted that the factors that contribute to job satisfaction are important because of nurse retention.

Factors that contribute to job satisfaction are direct patient care, seeing improvement in a patient condition, positive relationship with peers, autonomy, professionalism, flexible schedules, competitive salaries, and benefits. Increased safety will ultimately result in decreased mortality and morbidity of critically ill patients and result in improved job satisfaction. Improvement in nurses’ motivation will lead to improved job satisfaction, which ultimately will result to increased retention (Morrison et al., 2007); decreased health care cost through reduced length of stay and decreased cost of nurse turnover (Peltier & Dahl, 2009). However, research is limited on factors that influence critical-care nurse’s job satisfaction, especially in the area of leadership styles, and the level of their commitment to the organization.

The objective of the quantitative correlational study was to determine if there are relationship between critical-care nurses’ perceived leadership practices, organizational commitment, and the depth of their overall job satisfaction. Health care organizations may use the result to develop and implement strategies that will lower critical-care nurses’ turnover costs; improve patient safety, patient satisfaction, and reduce costs.

Significance of the Study to Leadership

Nurses’ job satisfaction is a key issue to consider in the retention of critical-care nurses. It has been showed that factors that positively affect job satisfaction of critical-care nurses will promote retention, while those factors that negatively affect job satisfaction will lead to more turnovers and therefore worsen the nursing shortage (ANA, 2005; Goulette, 2009). The current study findings may add to the field of leadership with information on the internal and external factors and processes that play a role in employees overall job satisfaction in workplace.

Correlation between critical-care nurses’ perceived leadership practices, and the depth of their job satisfaction, may assist healthcare nursing management and administrators to address certain options for improving nurses’ job satisfaction. Options include developing strategies to (a) promote increase level of job satisfaction amongst critical-care nurses; (b) eliminate job dissatisfaction among critical care nurses by improving management skills, knowledge, and competencies of managers; (c) build relationships between managers and improve the quality of internal communication with employees especially on policy and administrative issues, and (d) further comparative studies within nursing practice.

The current study may be generalized in that the population of critical-care nurses in the current study is likely to be typical of urban healthcare organization (Creswell, 2008). The findings of the current study may also assist healthcare leaders in gaining a better understanding and improved awareness about nurses’ perspective leadership practices, organizational commitment, and job satisfaction issues in the workplace, which may improve the nursing shortage, nurse turnover rates, and increase productivity.

Nature of the Study

The current quantitative, correlational, nonexperimental research determined relationship among the predictor variables and criterion variable, by surveying critical-care nurses who practiced in a nonprofit healthcare organization in New York City. A descriptive correlational design met the objectives of the study to determine if relationships existed between predictor variables: critical-care nurses’ perceptions of leadership practices, organizational commitment, and the criterion variable job satisfaction.

The goal of conducting the current study was to obtain objective perspectives that may add to the existing body of literature on nurses’ perceptions of leadership practices, organizational commitment, and job satisfaction. Appropriate for the nature of the current study, the relationships between leadership, organizational commitment, and job satisfaction as variables were analyzed in a quantitative, correlational study design (Creswell, 2008). A qualitative method was inappropriate for the current study because qualitative research methods derive subjective views from research participants using interviews, observations, or focus groups (Creswell, 2008). A correlative study was the preferred method of investigation for the current study over other potential research methods.

The research problem suggested that instruments are used to measure the variables in a quantitative study (Creswell, 2008). Three survey instruments were used to examine the relationship between the variables. The Leadership Practice Inventory (LPI), the organizational commitment Questionnaire (OCQ), and the Job in General Questionnaire (JIG) were established and validated surveys. Purposive samples of 203 critical- care registered nurses who practice in critical-care environment in a nonprofit healthcare organization, in New York City, were invited to participate in the current study. Permission to use the premise was obtained (see Appendix A). Leedy and Ormrod (2001) asserted that correlational studies examine the extent to which differences in one characteristic or variable are related to difference in one or more other characteristics or variables. A correlation exists if, when one variable increases, another variable either increases or decreases in a somewhat predictable fashion (p. 191).

The current study has the potential of being generalized in that the population of critical- care nurses in the current study is likely to be typical of urban healthcare organization (Creswell, 2008). All variables in the current study with a Likert-type scale were treated as interval data (Jaccard & Wan, 1996). Pearson’s product moment correlation was used to determine the relationship between the predictor variable (perceived leadership practices) and the criterion variable (job satisfaction) of critical care nurses.

Multiple regression analysis was used to determine any relationship among the predictor variables (perceived leadership practices, organizational commitment) and criterion variable (job satisfaction). The current study was conducted in a non-profit healthcare organization, in the United States and was based on current data obtained from participants. Charts and scatter plots used in the current study provided a graphical representation of data and as a means of locating outlying data points and as a means of determining how data is distributed.

Research Questions

The main focus of the study was to explore the relationship between employees’ perceived managerial leadership practices and employees’ job satisfaction. The second focus was to examine the relationship between employees’ level of commitment to the organization and job satisfaction. The third focused on explanation of each demographic variable and job satisfaction of critical-care nurses in New York City. Given the importance of job satisfaction the question relating to perceived leadership practices, organizational commitment, and job satisfaction are crucial. A synthesis of the conditions identified resulted in the following research questions:

R1: What is the relationship between perceived leadership practices and job satisfaction of critical-care nurses?

R2: What is the relationship between critical-care nurses’ commitment to their organization, and job satisfaction?

R3: What is the relationship between perceived leadership practices, organizational commitment and the depth of job satisfaction among critical-care nurses who practice in select nonprofit healthcare organizations in New York City?

R4: What is the relationship between critical-care nurses’ age, gender, ethnicity, specialty certification, educational level, years with current employer, and years with specialty area, title, shift, employment status, and job satisfaction?

Research Hypotheses

Hypothesis unlike research questions, involve predicting and forecasting outcomes in a relationship among attributes based on past research (Creswell, 2008). The hypotheses reflected on the purpose of the research. In consideration of leadership practices, organizational commitment, and job satisfaction and research questions, the study incorporated the following hypotheses:

H10: There is no significant relationship between job satisfaction and critical-care nurses’ perceived leadership practices.

H1A: There is a significant relationship that exists between job satisfaction and critical- care nurses’ perceived leadership practices.

H20: There is no significant relationship that exists between job satisfaction and critical- care nurses’ organizational commitment.

H2A: There is a significant relationship that exists between job satisfaction and critical- care nurses’ organizational commitment.

H30: There is no significant relationship that exists between job satisfaction and critical- care nurses’ perceived leadership practices and organizational commitment.

H3A: There is a significant relationship that exists among job satisfaction and critical- care nurses’ perceived leadership practices and organizational commitment.

H40: There is no significant relationship that exists among critical-care nurses’ demographic variables (age, gender, ethnicity, specialty certification, educational level, years with current employer, years with specialty area, title, shift, employment status), and job satisfaction.

H4A: There is a significant relationship that exists between critical-care nurses’ demographic variables (age, gender, ethnicity, specialty certification, educational level, years with current employer, years with specialty area, title, shift, employment status), and job satisfaction.

Theoretical Framework

The variables included as parts of the framework are: perceived leadership style, organizational commitment, and job satisfaction. The success of any health care organization depends not only on achieving the organizational strategic plans, but also on the employees’ job satisfaction. Nursing job satisfaction is vital in promoting retention of nurses in hospitals and preventing an increase in the shortage of nurses. The conceptual frameworks of the current quantitative correlational study are Abraham Maslow’s (1970) hierarchy of needs, Herzberg’s (1966) dual –factor theory, and Kouzes and Posner (2005) model of leadership practices. According to Maslow, motivation serves to satisfy certain needs, ranging from basic survival to complex psychological needs, and that people seek a higher need only when the lower needs are met, the individual progressed up the needs hierarchy. According to Maslow, motivating someone entails focusing on satisfying the needs of the person, based on the level on the hierarchy the person is on. Managers who accepted Maslow’s theory have begun to realize that people are complex beings, not solely economic animals, and because motivation is internalized that to increase productivity entails that management must help employees meet lower –level needs. Herzberg’s dual-factor theory is more specific about the relationship between satisfaction and motivation. Herzberg believed that employees are motivated by the work itself and that there is an internal or personal need to meet organizational goals. He also believed that separating personal motivators from job dissatisfiers was possible. The distinction between hygiene or maintenance factors and motivator factors are called the Motivation- Hygiene theory or Two Factor theory. Herzberg maintained that motivators or job satisfiers are present in the work itself; they give people the desire to work and to do that work well. Hygiene or maintenance factors keep employees from being dissatisfied or demotivated but do not act as motivators. According to Herzberg, when hygiene factors are met, there is a lack of dissatisfaction, not an existence of satisfaction. Likewise, the absence of motivators does not necessarily cause dissatisfaction.

Table 1.

Herzberg’s Motivators and Hygiene Factors

Herzberg’s work suggests that although the organization must build on hygiene or maintenance factors, the motivating climate must actively include the employee. The worker must be given greater responsibilities, challenges, and recognition for work well done. The reward system must meet both motivation and hygiene needs, and the emphasis given by the manager should vary with the situation and employee involved. Herzberg also contends that, although hygiene factors in themselves do not motivate, but they create an environment that encourages the employee