2.2 Satisfaction
There is very little that a satisfied worker actually works harder. However there is strong support for the suggestion that a satisfied worker tends to stay in the same organisation. There is also that satisfaction correlates with health. This suggests that paying attention to conditions of work and worker morale will reduce staff turnover and absenteeism but will not necessarily increase productivity. Herzberg’s findings suggest a reason for this.

Under this heading can be grouped those that hold that people work best when they like their leader, or are satisfied with their work group.

It has been suggested that where satisfaction does correlate with productivity, it may be the productivity that caused the satisfaction rather than the other way round.

2.3
suggest that the will increase his efforts in order to a desired reward.

Although based on the general of , most of the studies in this have on ‘pay’ or ‘money’ as a . To some extent this is in that money acts as a ‘stand in’ for many other rewards such as and independence. This situation may, however, be more true of America, where most of the studies were done, than of Europe.

undoubtedly can work if:

a. The the increased reward to be worth the extra effort;
b. The performance can be measured and clearly to the ;
c. The wants that particular kind of reward;
d. The increased performance will not become the new standard.

These often work well for the owner-manager or, at the worker level, in unit or small-batch manufacturing. If, however, any of the first three conditions does not apply, the will tend to see the reward as an improvement to the general climate of work and will as under Satisfaction . Condition (d) of course, if , will only a serious credibility gap.

2.4
These their raison d’être from some general about human needs along lines originally by Maslow. Maslow human needs as follows:

* Self-actualisation needs;
* Esteem needs;
* Belonging and love needs;
* Safety needs;
* Physiological needs.

He postulates that needs are only when they are unsatisfied. He further suggests that these needs work, roughly, in the kind of by the listing above. The lower-order needs (physiological and safety) are until satisfied, whereupon the higher-order needs come into operation. There is intuitive support for this . If you are starving, your needs for esteem or will be unimportant; only food matters. When warm, further heat will not you, i.e. the need does not operate as a . Unfortunately the does not support the idea that needs become less powerful as they are satisfied, except at the very primitive level. Aldefer, who has simplified Maslow’s needs down to three categories - the need for existence, the need to relate. to others and the need for personal growth - is at pains to point out that each of us may have different levels of each kind.

The of the (e.g. McGregor and Likert) is that the higher-order needs are more prevalent in modern men and women than we give them for. In particular that we can gain a lot of satisfaction from the job itself, provided that it is our , i.e. we have some degree of freedom in determining what the is and how we will do it. This would say that or will in general tend to increase motivation, provided that it is genuine participation. Rewards tend to lie in the itself or in the ’s relations with the group. The ideal is to conditions where effective performance is a in itself rather than a means to a further . The manager is a , and , rather than a boss.

These are appealing but there is to suggest that they do not work too well when:

The prevents the from having control over his or her , i.e. at shop-floor level in , mass or large batch production;

The does not have strong needs for self-actualisation, or likes authoritarian masters.

One would expect therefore to find these working best where of and independence were working on problems, e.g. in R and D laboratories or in some firms. The supports this supposition.

(Understanding organisations by Charles Handy)