Herzberg (1959) has said that the opposition to satisfaction is not dissatisfaction in the way of human thinking and not a person who does not disgrundo about the work they are doing means being satisfied with their job. The factors of job satisfaction are integral and separate from the factors causing dissatisfaction, these factors are named by Herzberg as the maintenance factor and the motivating factor. <br>The motivating factors include achievement, personal recognition as well as work, responsibility and opportunities for development, this factor group is folded into elements within. Retention factors include working conditions, company policies, supervision, personal relationships, wages, position, and safety jobs considered to be external factors of impact. So managers need to try to get rid of the elements that cause a conflict of work, which will give the staff a sense of work in a comfortable environment, but it does not mean that this will likely create motivation for employees. Herzberg has suggested that managers need to focus more on factors that directly affect their work, such as development opportunities, promotion opportunities, and the recognition of liability and achievements that employees can achieve. <br>While this theory is set to help managers better understand the needs of our employees to create motivation for employees to work more productive, they are in fact the two factors that are not widely supported in the world. The protest content is usually about the theoretical method, the degree of trust in the research is still too lacking in information and uncertain, and wisdom to evaluate the satisfaction of human beings. (House & Wigdor, 1967)
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