Herzberg’s two-factor theory best applies to my place of work. According to the theory, motivation results from the kind of the job rather than external factors or job conditions. The theorist classifies the elements as either hygiene or motivation factors (Tracy, 2013). In other words, job satisfaction and dissatisfaction are two separate entities rather than two extremes. Despite the level of hygiene factors, they cannot cause a significant change in motivation. Therefore, hygiene traits include pay, supervision, organizational policies, and nature of co-workers. On the contrary, motivating aspects are majorly psychological, such as recognition, responsibility, and nature of work.

My place of work, employees have minimal influence on organizational policies. Therefore, salaries and overtime are known because of job groups. Most of the employees in that firm take pride in responsibility they get, which determine the nature of task they perform. Additionally, management’s recognition forms the critical source of motivation it puts employees on appreciation path. For instance, a co-worker once said that he got a salary raise of $2000 but that did not thrill him compared to a certificate he acquires as recognition for quality systems manager. In thinking, people pay attention to intrinsic values because money and packages are not that all valuable. Sometimes, passion and interest that individuals put in work are just measurable in monetary terms. Business managers should also consider matching workers with their right tasks so that they derive personal satisfaction of completing what interest them. Appreciation, as well as recognition of efforts from top management, also encourages employees that the company cares for them.