“The factors that are rarely instrumental in bringing about high job attitudes focus not on the job itself but rather on the characteristics of the context in which the job is done: working conditions, interpersonal relationships, supervision, company policies, administration of these policies, effects on the worker's personal life, job security, and salary. This is a basic distinction. The satisfiers relate to the actual job. Those factors that do not act as satisfiers describe the job situation.”

— Frederick Herzberg

Source: The motivation to work, 1959, p. 63

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Frederick Herzberg 21

American psychologist 1923–2000

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“The job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors that define the job context. Poor working conditions, bad company policies and administration, and bad supervision will lead to job dissatisfaction. Good company policies, good administration, good supervision, and good working conditions will not lead to positive job attitudes.”

Frederick Herzberg (1923–2000) American psychologist

Source: The motivation to work, 1959, p. 82

“Among the factors of hygiene we have included supervision, interpersonal relations, physical working conditions, salary, company policies and administrative practices, benefits, and job security.”

Frederick Herzberg (1923–2000) American psychologist

Source: The motivation to work, 1959, p. 113

“Let us summarize briefly our answer to the question, "What do people want from their jobs?" When our respondents reported feeling happy with their jobs, they most frequently described factors. related to their tasks, to events that indicated to them that they were successful in the performance of their work, and to the possibility of professional growth. Conversely, when feelings of unhappiness were reported, they were not associated with the job itself but with conditions that surround the doing of the job. These events suggest to the individual that the context in which he performs his work is unfair or disorganized and as such represents to him an unhealthy psychological work environment. Factors involved in these situations we call factors of hygiene, for they act in a manner analogous to the principles of medical hygiene.”

Frederick Herzberg (1923–2000) American psychologist

Source: The motivation to work, 1959, p. 113

“Factors involved in producing job satisfaction were separate and distinct from the factors that led to job dissatisfaction.”

Frederick Herzberg (1923–2000) American psychologist

Source: Work and the nature of man, 1966, p. 75-76

“The results of this study are presented under three general headings. The first, and most extensive, section consists of data relating to the factors that lead to positive and negative attitudes toward the job. It will be recalled that the major question this study set out to investigate was whether different kinds of factors were responsible for bringing about job satisfaction and job dissatisfaction.”

Frederick Herzberg (1923–2000) American psychologist

Source: The motivation to work, 1959, p. 57

“There is a great variety of measures of job attitudes. Basically, however, the identification of job attitudes has been done in three ways. In the first of these the worker is asked to express his "[job satisfaction]]" directly by answering questions that investigate his over-all attitude toward his job, whether he likes or dislikes it.”

Frederick Herzberg (1923–2000) American psychologist

Source: The motivation to work, 1959, p. 5

“Job satisfaction and job dissatisfaction are not the obverse of each other… The opposite of job satisfaction would not be job dissatisfaction, but rather would be no job satisfaction. Similarly, the opposite of job dissatisfaction is no job dissatisfaction, not satisfaction with one's job.”

Frederick Herzberg (1923–2000) American psychologist

Source: Work and the nature of man, 1966, p. 76

“When doing a job — any job — one must feel that he owns it, and act as though he will remain in that job forever.”

Hyman George Rickover (1900–1986) United States admiral

The Rickover Effect (1992)
Context: When doing a job — any job — one must feel that he owns it, and act as though he will remain in that job forever. He must look after his work just as conscientiously, as though it were his own business and his own money. If he feels he is only a temporary custodian, or that the job is just a stepping stone to a higher position, his actions will not take into account the long-term interests of the organization. His lack of commitment to the present job will be perceived by those who work for him, and they, likewise, will tend not to care. Too many spend their entire working lives looking for the next job. When one feels he owns his present job and acts that way, he need have no concern about his next job.

“We do have to do more infrastructure spending. That will put many Americans to work. It’s a good job that gets you on the ladder to the middle class. We need to improve the conditions for manufacturing in our country and punish those companies that want to export jobs. We need them to be incentivized to create jobs right here in America.”

Hillary Clinton (1947) American politician, senator, Secretary of State, First Lady

Presidential campaign (April 12, 2015 – 2016), Democratic Presidential Debate in Miami (March 9, 2016)

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7-8.

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