Frederick Herzberg’s theory states that motivation and hygiene are the two factors that affect job satisfaction. Hygiene factors are issues that do not motivate employees, but they minimize dissatisfaction. Hygiene issues are factors such as salary, working condition, and the management. Motivation factors such as respect and career development can fulfill workers’ desire for growth and satisfy employees’ longing for sense (Frederick Herzberg: Hygiene and Motivation, 2002). One of the reasons that increase employees’ dissatisfaction is when employees feel that their employer does not value them. Employees will stay loyal to a company when they feel that they are respected and appreciated. Many people change their job as a result of being
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Juran is another quality master; he believed the necessary requirements to meet the needs of the customers were “hands-on management” and” training” (Sayles, 2013, p. 564). He believed that eighty percent of the quality defects were controllable by the management. He states that quality defects are manageable by following three principles of quality, which are quality planning, control, and improvement (Sayles, 2013, p. 564).
Quality planning is to identifying the customers and their needs in order to designs services and products that meet their needs. Quality control is to set the standards and comparing the actual results to the standard to take the necessary steps to improve it. Quality improvement is to notice susceptible areas and provide solutions for them to control and sustain the profit. I believe all of the above theories are helpful tools to improve performance and increase quality. I cannot say that one is better than the other, or one works better than the other one. Each offers an area to focus on to improve performance and raise quality. The challenges that health care organizations have been facing for decades are to decrease costs and increase quality. All these theories have been in practice for quite a while, and they have valid results. They created a revolution in quality improvement. I believe health care settings by considering their vision and mission statement can apply any of these theories to achieve their
Juran is another quality master; he believed the necessary requirements to meet the needs of the customers were “hands-on management” and” training” (Sayles, 2013, p. 564). He believed that eighty percent of the quality defects were controllable by the management. He states that quality defects are manageable by following three principles of quality, which are quality planning, control, and improvement (Sayles, 2013, p. 564).
Quality planning is to identifying the customers and their needs in order to designs services and products that meet their needs. Quality control is to set the standards and comparing the actual results to the standard to take the necessary steps to improve it. Quality improvement is to notice susceptible areas and provide solutions for them to control and sustain the profit. I believe all of the above theories are helpful tools to improve performance and increase quality. I cannot say that one is better than the other, or one works better than the other one. Each offers an area to focus on to improve performance and raise quality. The challenges that health care organizations have been facing for decades are to decrease costs and increase quality. All these theories have been in practice for quite a while, and they have valid results. They created a revolution in quality improvement. I believe health care settings by considering their vision and mission statement can apply any of these theories to achieve their