he time and money that is now devoted to hygiene, however, were given to job enrichment efforts, the return in human satisfaction and economic gain would be one of the largest dividends that the industry and society have ever reaped through their efforts at better personnel management. (Herzberg, 1991, p.22). Herzberg doesnt believe that increasing health benefits increases motivation.The factors involved in producing job satisfaction (and motivation) are separate from the factors that lead to job dissatisfaction (Herzberg, 1991, p.16). This means that when people may be dissatisfied with the hygiene within the business, an increase in hygiene will lower there dissatisfaction but wont increase there satisfaction or their motivation.Appendix two shows a composite of the factors that are involved in causing job satisfaction or job dissatisfaction amongst employees (Herzberg, 1991, p.17)Companies have been using mentoring schemes since the early 1970s. Little states that these schemes were initially geared to easing young graduate entrants into the organisation and helping them develop within the organisation. (1995, p.51). According to Little in the case of the workplace mentoring can be seen as context-specific. But as the student becomes more self directed in their own learning, they may look for a mentor who encourages them to be independent.. (1995, p.51). Although colleagues often receive no financial or status rewards for doing so in Manchester and Leads in the U.K., it is possible to gain academic credit for the successful completion of a mentor training program. By combining an experienced colleague with a new person to the business it will give them both motivation to succeed. This is because the colleague is able to gain from a greater reputation in training a new recruit and the student is able to gain from learning and being paid to learn from an expert. Aspects of mentoring can also be reverted back to the section on job load...
