Positive and Negative Motivations Toward Work

Friedlander, Frank; Walton, Eugene

doi:10.2307/2391234

Cited by 56 publications

(16 citation statements)

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“…The hypothesis that the preference of intrinsic over extrinsic factors is related to the kind of job one has is supported by a study by Friedlander and Waltons (1964). They reported that "to the extent that the job involves functions intrinsic to the work process and content, it will appeal to positive motivation, serve as a potential satisfier, and may well influence the worker to remain in the organization (1964: 200).…”

Section: Results Explained By the Theorymentioning

confidence: 99%

Personality and Organization Theory Revisited

Argyris¹

1973

Administrative Science Quarterly

162

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Section: Results Explained By the Theorymentioning

confidence: 99%

Personality and Organization Theory Revisited

Argyris¹

1973

Administrative Science Quarterly

162

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“…He argues that motivator factors are the primary cause of people's satsifaction with their work, and hygiene factors the primary cause of job dissatisfaction. Drawing on the insights of Friedlander & Walton (1964), Schackmuth (1979) notes:…”

Section: Defining Work Satisfactionmentioning

confidence: 99%

Work satisfaction and the ESL profession

Pennington

1991

Language, Culture and Curriculum

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This paper reviews the topic of work satisfaction with particular reference to the ESL field. An overview of the literature indicates that work satisfaction is a complex response which incorporates many influences inside and outside of the work environment. The available survey data, primarily from members of the TESOL organisation, suggest that ESL practitioners are basically satisfied with their work, though they experience dissatisfactions in certain areas such as promotions, pay, and some administrative aspects. It is maintained that the key to ensuring work satisfaction and the positive career conditions which educators in ESL desire and deserve is professional recognition.

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“…Schwartz, Jenusaitis and Stark [37] reported that a sample of supervisory workers categorised job characteristics into the context and content factors. Friedlander and Walton [38] found that, among a sample of engineers and scientists, reasons for leaving their current jobs were context related while reasons for staying were content factors. None of these supportive investigations focused on salesforce motivation.…”

Section: Support For the Dftmentioning

confidence: 99%

Motivation and Dissatisfaction of Industrial Salespeople — How Relevant is Herzberg's Theory?

Shipley

Kiely²

1988

European Journal of Marketing

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.The need for effective sales management has never been greater. It is through the personal selling medium that industrial sales are negotiated and sealed[1] and where long-term buyer-seller loyalties are forged[2]. Moreover, the importance of personal selling is likely to increase as competition intensifies, as products become more technologically complex and as customer firms continue to seek profit gains from the application of higher quality purchasing skills[1,3,4]. A key component of effective sales management is the provision of conditions required for the attainment of a well-motivated salesforce. This is essential because motivation is related to salesforce supervision needs, absentee and turnover rates, salesforce costs, achievement and performance[5,6]. However, many sales managers find the task of motivating salespeople both elusive and complex, with no readily available solutions [7]. Accordingly, both sales managers and marketing educators have invested much time and endeavour in a search for ways to motivate salespeople.Recently, attention has re-focused on the Dual Factor Theory of Motivation (hereafter denoted DFT) developed by Herzberg, Mausner and Snyderman nearly 30 years ago [8]. Credited mainly to Herzberg, this theory holds that job performance is determined by workers' motivation and that this is itself a product of workers' satisfaction with matters associated with the job.The DFT is widely accepted among sales managers[9] and has been the focus of much interest among psychologists [10]. Oddly, perhaps, although the DFT is well-known among marketing and sales educators, it has been given very little empirical attention, particularly in the context of salesforce motivation and most particularly in Britain.This article offers a brief review of literature relating to the DFT and discusses findings from a recent survey of British industrial salespersons. Implications for both the DFT and salesforce management are examined.

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Positive and Negative Motivations Toward Work

Cited by 56 publications

References 0 publications

Personality and Organization Theory Revisited

Personality and Organization Theory Revisited

Work satisfaction and the ESL profession

Motivation and Dissatisfaction of Industrial Salespeople — How Relevant is Herzberg's Theory?

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