Herzberg Two-Factory Theory Of Job Dissatisfaction: Article Analysis

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Chapter Overview
The theoretical framework for this study will be identified. The chapter will review prior research of the relevant literature regarding identifying and describing the differences between teleworkers and non-teleworkers. The literature review will identify factors affecting job satisfaction and performance. Also, the review will describe how workers’ performance is monitored and measured in federal agencies and identify how developing a specific proxy variable for the “methods of monitoring” is currently used. Lastly, the review of literature will discuss monitoring the perception of federal workers’ job satisfaction, and correlate the type of worker to job satisfaction. Previous research regarding job satisfaction has
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According to Ahmed, Nawaz, Iqbal, Ali, Shaukat, and Usman (2010), Khan, Shahid, Nawab and Wali (2013) and C. Tillman, Smith, and W. Tillman (2010), Herzberg’s two-factor theory proposes there are several factors which result in job satisfaction and other factors that result in job dissatisfaction. Khan et al., (2013), states the opposite of satisfaction is no satisfaction and the opposite of dissatisfaction is no dissatisfaction. Ahmed et al., (2010), Khan et al., (2013) and C. Tillman et al., (2010), identifies Herzberg two-factor theory as intrinsic and extrinsic motivation. Extrinsic motivation is tangible and basic needs that positively affect employees’ job satisfaction. Extrinsic motivation includes job title/position, job retention, salary, work life balance and fringe benefits. Intrinsic motivation is less tangible and involved the emotional need fulfillment of employees (Ahmed et al., 2010, Khan et al., 2013; C. Tillam et al., 2010). Intrinsic motivation includes achievement, career enhancement, awards/rewards, and employee empowerment. Khan et al., (2013), states the intrinsic motivation positively affect job …show more content…
Non-teleworkers work hours are established with little or no flexibility allowed. Workers share physical proximity and have chance encounters in the hallway, at the water cooler, or break-room with other non-teleworkers, which enables them to interact more frequently. The chance encounters with other non-teleworkers encourages employees to build trust, affinity, and camaraderie. Building trust, affinity and camaraderie allow non-teleworkers to share professional and personal experience. According to Fonner and Roloff (2010), Golden (2007), Lautsch and Kossek, (2011) Morganson et al., (2010), traditional employees are subject to office politics and stressful work environment. Traditional employees have to commute to the office and may spend a lot of time traveling to and from the workplace (Fooner & Roloff, 2010; Golden, 2007; Lautsch and Kossek, 2011; Morganson et. al., 2010; ). Moreover, non-teleworkers have no control over when and how a work assignment is completed. Furthermore, non-teleworkers workload may increase due to their physical proximity. Traditional workers experience more interruptions during the course of their work schedule than teleworkers. Interruptions of work could negatively impact non-teleworkers efficiency, quality, quantity, and productivity (Fonner & Roloff, 2010; Golden, 2007; Lautsch

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