One More Time: How Do You Motivate Employees?

By F. Herzberg. 2008

3,009 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f79c1d2340deffcaea6ccebb36b15899d4733c50

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In Applied Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Job and team design: Toward a more integrative conceptualization of work design (2008, background): “reflects the concept of task enlargement (Herzberg, 1968; Lawler, 1969), such that being able to”
Motivation, pay satisfaction, and job satisfaction of front‐line employees (2011, background): “increasing responsibility (Herzberg, 2003), self-actualisation (Kunz and Pfaff, 2002), and is self-sustaining (Osterloh and Frey, 2002).”
Linking Perceived External Prestige and Intentions to Leave the Organization: The Mediating Role of Job Satisfaction and Affective Commitment (2009, background): “Herzberg (1966, 1987) conceptualized job satisfaction as a positive attitude of an employee toward the work she or he is doing in a particular work organization.”
Understanding Humanistic Management (2016, background): “^ (Swart 1973, p. 41) Drawing from Herzberg (1968), this scholar suggested that HM involves giving employees more responsibilities and variety in their jobs in order to motivate them and increase their satisfaction and productivity.”
Establishing a Safe Container for Learning in Simulation: The Role of the Presimulation Briefing (2014, background): “Attending to logistics can prevent the dissatisfaction that results when care and comfort issues, also known as ‘‘hygiene factors,’’ are handled poorly.(60) As trivial as these issues may seem, covering appropriate details such as the starting and stopping time of the session, breaks, how to handle ”
Police Officer Job Satisfaction (2012, background): “The second dimension emphasizes the importance of the employee’s work environment characteristics (Herzberg, 1968).”
Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover (2008, background): “Job satisfaction is the outcome of two types of factors: “intrinsic” and “extrinsic” (Herzberg, 1968).”
Application of Frederick Herzberg's Two-Factor theory in assessing and understanding employee motivation at work: a Ghanaian Perspective (2011, methodology): “On another interesting note, some behavioural scientists have sought to invalidate Frederick Herzberg’s motivation-hygiene claiming it lacks empirical support.”
Effect of Teamwork on Employee Performance (2011, background): “According to Herzberg (1987) reward and recognition can provide both intrinsic and extrinsic motivation.”
Understanding Employee Engagement in the Public Sector: The Role of Immediate Supervisor, Perceived Organizational Support, and Learning Opportunities (2017, background): “This suggests that employees are cognizant of greater rewards at the organizational level especially when advancement or opportunity for personal growth in competence are available (Herzberg, 2003).”
The Neglected Ethical and Spiritual Motivations in the Workplace (2015, background): “Another important representative describing or classifying human motivations is Frederick Herzberg (1968) who distinguished between what he called extrinsic and intrinsic factors.”
The impact of knowledge management on job satisfaction (2016, background): “According to Herzberg (1968), the opposite of job satisfaction is not dissatisfaction, but rather a simple lack of satisfaction.”
Resurrecting the Motivation-Hygiene Theory: Herzberg and the Positive Psychology Movement (2007, methodology): “In fact, he used the term KITA, an acronym for “kick in the pants” (Herzberg, 1968), to describe a financial reward offered to move employees.”
Financial incentives and the "performance of crowds" (2010, background): “Finally, for more complex tasks, where performance is multifaceted and often hard to measure, performance-based pay schemes can undermine performance in other ways—for example, by encouraging workers to focus only on the aspects of their jobs that are actively measured [15]; to free-ride on the effo”