Page 384 - The Handbook for Quality Management a Complete Guide to Operational Excellence

370 M a n a g e m e n t o f H u m a n R e s o u r c e s M o t i v a t i o n T h e o r i e s a n d P r i n c i p l e s 371

No
Satisfaction Satisfaction

Satisfiers (job-related)
The work itself
Responsibility
Advancement
Achievement
Recognition
(Motivators)

No
Dissatisfaction Dissatisfaction

Dissatisfiers (situation-related)
Company policy
Supervision
Salary
Interpersonal relations
Working conditions
(Hygiene factors)

Figure 18.2 Herzberg’s hygiene theory.

best. Symptoms of indifference are a result of the modern workplace,
which restricts what workers can do and separates them from the final
results of their efforts. It is man agement’s job to change the workplace so
that the workers can, once again, recapture their pride of workmanship.
Elements of Theory Y are evident in Deming’s discus sion of the role of a
manager of people, presented in the introduction to Part V.
Theories X and Y have been around for decades. Much later, in the
1980s, Theory Z came into vogue. Z organizations have consistent cul-
tures in which relationships are holistic, egalitarian, and based on trust.
Since the goals of the organization are obvious to everyone, and integrated
into each person’s belief system, self-direction is predominant. In the Z
organization, Theories X and Y become irrelevant. Workers don’t need the
direction of Theory X manage ment, nor does management need to work
on the removal of barriers since there are none.

18_Pyzdek_Ch18_p363-372.indd 371 11/9/12 5:30 PM