F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

.e

as

om

.c

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

University of Liberal Arts Bangladesh

A new vision in higher education

Academic Year 2014

A Report
On
Empirical Analysis of Herzbergs Two Factor Theory of Jamuna
(Jamuna Group of Industries)

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

PREPARED FOR
Muhammad Hasibul Hasan
Senior Lecturer
ULAB School of Business

PREPARED BY
Asif Mahmud Onik

ID : 141051002

Umma Tamanna

Bithi Athter

Shakil Rayhan

Nurul Alam

ID : 141051074

ID : 133051065

ID : 133051043

ID : 133051019

[11 April 2014]

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

Abstract

Our report presents a summary of the Herzberg Two-Factor Theory of job satisfaction. The
purpose of the report is to develop the Herzberg theory and its possible application to an
organization as a means of increasing worker productivity.
Frederick Herbages developed a two-factor theory for motivation base on Hygiene
(dissatisfies) & Intrinsic (satisfiers) factors. According to him, Hygiene (dissatisfies) factors
basic human needs at work do not motivate, but failure to meet them causes dissatisfaction
on the other site Intrinsic (satisfiers) factors are internal rewards that a person feels when
performing a job, so there is a direct and often immediate connection between work and
rewards. An employee in this situation is self motivated. This study was undertaken to
determine how Intrinsic (satisfiers) & Hygiene (dissatisfies) factors can become the
foundation for increase the motivation of the marking department employees in the
Jamuna group of Industries. Both secondary and primary sources were used to gather
information for the study. A sample of 48 marking executives was determined using a
percentage formula. Hygiene (dissatisfies) (dissatisfaction) factor of marketing department
in Jamuna group like salary, personal life, security, working condition all are fulfill and
satisfaction level is high of marketing department employees. But on the other site
employees Intrinsic (satisfaction) factor of marketing department like responsibility,
experiences and performance they are not satisfied and satisfaction level are low down.
The results show that motivator factors were the dominant motivators in Jamuna group
marketing department employee. It was found that the respondents received job
satisfaction and job dissatisfaction from both the Intrinsic and the Hygiene (dissatisfies)
factors. This evidence is sufficient to conclude that Intrinsic (satisfiers) factors are more
effective than Hygiene (dissatisfies) in motivating staff in Jamuna group of marketing
department.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

Table of Contents:
Chapter

1.1

Topic

Page No

Abstract

iii

List of figures

iv

General Information

1.1.1 Company Philosophy

2.1

Introduction

2.2

Scope, Objectives and Question of the report

3.1

Methodology

3.2

Data

3.2.1 Limitations of the study

3.3

Data Collection

4.1

Herzbergs two factor Theory Intrinsic (satisfiers) and Hygiene

(dissatisfies) Theory

5.1

Data Presentation and Analysis of marketing department in

the Jamuna group

5.1.1 Analysis of satisfied and dissatisfied level of marketing

department in the Jamuna group

6.1

Finding

10

7.1

Conclusions and Recommendations

11

Appendix

Reference

12

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

1.1 General Information:

Jamuna Group is one of the largest Bangladeshi industrial conglomerates. This company
includes several section such as Business Enterprise, Jugantor (a national daily newspaper),
Jamuna Future Park (largest shopping mall in South Asia), Jamuna Television, Crown Beverage,
Jamuna Kniting and Dyeing Ltd, Jamuna Denims Ltd, Jamuna Spinning Mills Ltd., Shameem
Spinning Mills Ltd, Shameem Composite Mills Ltd, Shameem Rotor Spinning Ltd., Jamuna
City, New Uttara Model Town, Pegasus Leathers Ltd, Jamuna Distilery Ltd, Jamuna Welding
Electrode Ltd.Textiles, Chemicals, Leather, Consumer products, Media, Advertisement etc. The
nucleus of Jamuna Group has formed in 1974. Since its inception, the Group has accelerated its
journey with the commitment to the business community by maintaining ethical phase and norm
to build up industrial backbone for the socio economic development of the country and the globe.

1.2 Company Philosophy:

The Motto of Jamuna Group of Industries is to achieve the ultimate satisfaction of the company about 1,
70,000 employees in Internal and External and ensure business ethics to the customers full

satisfaction through world class technologies, quality and services to meet the global needs.

2.1 Introduction:
Now a day, job Intrinsic (satisfaction) and Hygiene (dissatisfaction) of employees determine the
organization success or failure. This paper presents an overview of the Herzberg Two Factor
Theory of job satisfaction and dissatisfaction, the analysis of this report focused on marketing
department employees activity in Jamuna Group of Industries Head Quarters. This group has
formed in 1974. The Industries head quarter is Jamuna Future Park. The purpose of this study is
to examine the theory as one which area gives attention to on increasing worker productivity
through job enrichment.
Our group thinking, Herzberg's two-factor theory is probably the most widely known and
accepted approach relating directly to job satisfaction. Because most of the time many company
use several strategies, which are aimed to improving the design of work in one organizations.
Each of these strategies has emerged from different theoretical or philosophical base. As a result
it leads to different actions with different goals and unfortunately most of the times all are
subject to distortion and misuse.
So the aim of this report, how to use Herzbergs two-factor theory and analysis that is this really
works or not in Bangladesh culture base organization like Jamuna Group of Industries
employees.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

2.2 Scope, Objectives, and Question of the report:

The objective of the report is to develop our knowledge about how to use Herzbergs two-factor
theory method in marketing department in Jamuna Industries. The main objective of the report is
to gather knowledge and information how an organization performs their task and what are the
levels of employees satisfiers or dissatisfies of Jamuna group marketing department.
Objective:
1. To Judge the level satisfaction among the employees of marketing department in Jamuna
group.
2. To identify the factors there are affecting the satisfaction level marketing department of
Jamuna group.
3. Identify the major factor behind the satisfaction level marketing department of Jamuna.
4. Try to classify how their company manager or other situation harassed marketing
employees.
Questions of the study:
Which motivation factors are more valuable by employees of marketing division?
Which hygiene factors are more valuable by employees of marketing division of Jamuna
group?

3.1 Methodology
Methodology is the most important component in any study since it explains the procedure and
methods through which a particular study carried out. The population in this study was all
employees of Jamuna group of Industries in Bangladesh. The sample designed from the
marketing department, which was representative of the Jamuna Group of Industries, terms of its
organizational structure and employees Hygiene (dissatisfaction) or Intrinsic (satisfiers) factor.
This paper includes Data / Information Collection, Study Population, Study Area, data collection,
Sample Size, Allocation of sample etc.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

3.2 Data
Data are the raw materials for any study. Relevant data for the study were collect from both
secondary and primary sources. Secondary data were collect from Book and Internet.

Two types of survey were collected in the study-quantitative and qualitative.

1. Quantitative data were gathered from observation of employees working activities like
recognition; work itself, responsibility, personal and working relationships, working
conditions etc. from marketing department in Jamuna group.
2. Qualitative data were collect from verbal interview and my personal (Asif Mahmud
Onik) job experience (13 months) in Jamuna group.

3.2.1 Limitations of the study

During the time of preparing, this report I have been faced some problem. These are follows:
The period fixed for preparing the report was hard to meet. As a result, sufficient
concentration cannot given which was needed for much better study because when
our group reaches more time, so try to compare Herzbergs two factors to other
theory like Maslows Hierarchy or McGregor X and Y, as a result to know about
company over all management system and clearly know about marketing department
employees require.

To prepare this report our group has faced many problems such as Maintain
confidentiality in marketing department employees, Unavailability of related books or
document and main thing how to use this theory in Jamuna group marketing
department etc. However, our group members collaboration and different thinking
try to fulfill this report.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

3.3 Data Collection

Study Population: As the 2013 there are about one 1, 70,000 employees work in Jamuna Group.
Out of them about 78% are men and 22% are woman employee. However, all Jamuna employees
are not satisfied in his/her positions. Most of the workers satisfaction level differs in different
perception and demand.

Sample Size: It was very difficult to collect data, because the Jamuna Group of Industries is very
large group in Bangladesh. Nevertheless, the data is very essential to prepare the report. For the
time limitation, they could not be able to supply my topic related data. First we identified some
area in Bangladesh (e.g. Dhaka, Gazipur, Chittagong, Others/Subtotal Dhaka) and randomly
selected Jamuna group head office (Jamuna Future Park) in Dhaka area and this office is divided
into 5 (five) division like Department controller, Marketing department, Management
department, Accounting department and Financial department. Therefore, we select Marketing
department because this is the most powerful department and heart of this group. Based on these
we choose marketing department as our sample size.

According to the term of References, the employees survey should cover at least total average of
20% active worker who is working in Jamuna group Dhaka zone. There are almost 800 worker
works in Jamuna group head office and 240 people worked in marketing. Hence the sample size
is 240* 20% = 48.

Our group focuses 48 marketing employees because to contact with whole workers would be
time consuming. A sample reporter or researcher using the regular employees and field
interviews of professional researcher just focus one or two days finish work clearly and deeply.
By using the same employees interviews and working Seven days, a week it will take many
days to contact all the voting workers that is why we chose 20% active employees on marketing
department in Jamuna head office.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

4.1 Herzbergs two factor Theory Intrinsic (satisfiers) and Hygiene (dissatisfies) Theory:
Herzbergs Intrinsic/hygiene theory assumes that one group of factors, Intrinsic (satisfiers)
accounts for high levels of job satisfaction and motivation. However, hygiene factors can cause
dissatisfaction with work.
Serial
Number
1
2
3
4
5
6
7

Hygiene (dissatisfies)

Salary good
Personal life
Security of job
Company policy
Working condition
Technical skill
Interpersonal relations

Serial
Number
1
2
3
4
5
6
7

Intrinsic (satisfiers)

Responsibility
Achievement
Performance
Experience
Work itself
Opportunity for advancement
Personal Recognitions

Source: Class lecture Perception and Emotion (Management and Organization)

Data Presentation and Analysis:

Scale:
Definitely Disagree (DD)
Generally Disagree (GD)
Somewhat Disagree (SA)
Generally Agree (GA)
Definitely Agree (DA)
(Table: 1) Hygiene (dissatisfies) Factors as Foundations for Heightening/improve Marketing
department, Motivation in the Jamuna Group of Industries. Sample size =48 employees of
marketing department.

Questions

DD
(%)

Salary and benefits, basic income, fringe benefits, bonuses,

holidays, company cars, and similar items can heighten the 0
motivation of the marketing department in Jamuna group.
Working conditions, such as working hours, workplace layout,
facilities, and equipments provided for the job can heighten the 0
motivation of the marketing department in Jamuna group.
Company policy, which is the rules and regulations formal and
informal that manage employers and employees in the Jamuna, can 0
improve the motivation of the marketing department.

GD
(%)

SA
(%)

4
0

average

GA
(%)
23

DA
(%)
25

average

average

34

14

average

average

38

average

average

Source: Jamuna group company policy& assumption of employees satisfaction percentages

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

The determination of hygiene (dissatisfies) factors as foundations for improving the marketing
department motivation in Jamuna Group of Industry; with the relevant of this factor, we made
various questions for respondent employees.
As indicated by 23 & 25 employees respondents respectively on generally agreed and definitely
agreed as well as the mean response average score of 55%, the sampled respondents definitely
agree that salary and benefits, basic income, fringe benefits, bonuses, holidays, company cars,
and similar items can heighten the motivation of the marketing department in the Jamuna group
head office in Dhaka.
With 34 employees respondents generally agreeing, 14 employees respondents definitely
agreeing, and a mean response average value of 37%, the respondents generally agree that
working conditions, such as working hours, workplace layout, facilities, and equipments
provided for the job can heighten the motivation of the marketing department in the Jamuna head
office.
From the responses of four employees we got somewhat agreed, 38 employees responses on
generally agreed and six responses on definitely agreed. Moreover, in the mean response average
of 32%, the sample study respondents generally agree the company policy, which is the rules and
regulations formally and informally which manage employers and employees in the Jamuna
group. In addition, this can improve the motivation of the marketing department in the Jamuna
group of Industries.

(Table: 2)Intrinsic (satisfiers) Factors as Foundations for Heightening/improve Marketing

department, Motivation in the Jamuna Group of Industries. Sample size = 48 employees of
marketing department.

Questions
Responsibility, Performance, work itself can heighten
the motivation of the marketing department in the
Jamuna group.
Achievement,
Experience,
Opportunity
for
advancement provided for the job can heighten the
motivation of marketing in the Jamuna group.
Personal recognition can heighten the motivation of
the marketing department.

DD
(%)
13

GD
(%)
15

SA
(%)
20

GA
(%)
0

DA
(%)
0

average

average

average

22

26

average

average

42

average

average

average

Source: Jamuna group company policy& assumption of employees dissatisfaction percentages

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

The determination of Intrinsic (satisfiers) factors as foundations for improving the marketing
department motivation in the Jamuna Group of Industry with the relevant of this factor, we made
various questions for respondent employees.
As indicated by 15 employees respondents, and 13 employees respondents who generally
disagree and definitely disagree and 20 employees respondents somewhat agree mean response
average score of 25%, the sampled respondents definitely disagree.
With 26 employees respondents generally disagree, 22 employees respondents definitely
disagree, and a mean response average value of 57%, the respondents generally disagree.
From the responses of 42 employees respondents who somewhat agreed, 3 respondents who
generally disagreed and 2 employees respondents who definitely disagreed and the mean
response average of 32%, the sampled study respondents generally disagree.

5.1 Data Presentation and Analysis of marketing department in the Jamuna group:
When the samples for the survey were select, using some stages stratified sampling scheme
(proportional allocation). First, our group follows analysis scale like Definitely Disagree (DD),
Generally Disagree (GD), Somewhat Disagree (SA), Generally Agree (GA) and Definitely
Agree (DA). In drawing support for these findings, Fredrick Herzbergs two-factor theory
distinguished between the two broad categories of factors that can affect marketing department
performance on their job. The first category, as indicated in this study, the hygiene factors are the
characteristics of the Salary and benefits, basic income, fringe benefits, bonuses, holidays,
company cars, and similar items which are shown in table 1, we saw average 55% people are
definitely agree for their job in few facilities.
The findings suggest that these factors can make the marketing department unhappy if they
poorly managed by the Jamuna group managements. However, if they are well managed, and
viewed as positive by the marketing department, then the marketing department will not be
dissatisfy. However, no matter how good these factors can be, they will only serve the
foundation for heightening the marketing department motivation in the Jamuna group. These
findings therefore suggest that the key to the true job satisfaction and motivation for the
marketing department to perform lies in the second category of the dual factor theory: the
motivators. The motivators design the job itself, that is, what the marketing departments do at
work. Motivators are the nature of the marketing department work itself, the actual job
responsibilities, opportunity available in the Jamuna group for the personal growth and
recognition, and the feelings of achievements the marketing job provides. When these factors are

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

present, marketing department job in the Jamuan group of industry are presume to be fall both
satisfying and motivating for the marketing department is high.

Second in drawing support for these findings, Fredrick Herzbergs two factor theories
distinguished between the two broad categories of factors that can affect marketing department
performance on their Intrinsic (satisfiers) activities. The first category, as indicated in this study,
the Intrinsic factors are the characteristics of the Responsibility, Performance, work itself as well
as mean employees response average score of 25% respondents definitely disagree. In
Achievement, Experience, Opportunity for advancement provided for the job marketing
department employees mean response average value of 57%, the respondents generally
disagree. Personal recognition means when the employee receives the acknowledgement they
deserves the job well done, the satisfaction will increase but our report survey saw that marketing
department employees work is overlooked or criticized. It will have the opposite effect or
decrease productivity and marketing department employees response average of 32%, the
sample study response generally disagree or personal recognition prospective they are not
satisfied, which are shown in table 2.
The findings suggest that (table 2) three factors make the marketing department unhappy because
some area they are not fulfilling their need and satisfied level low. Some areas in marketing
departments employees are strongly dissatisfied; about 57% people like achievement,
experience, and opportunity for advancement, and gradually it will increase.
However, if they are well managed, and viewed as positive by the marketing department, then
the marketing department will not be dissatisfy. When these factors are present, marketing
department job in the Jamuan group of industry are presume to be both satisfying and motivating
for the employees of marketing department is better than the other department. However, no
matter how good these other steps like salary, security of job, technical skill can be providing.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

5.1.1 Analysis of satisfied and dissatisfied level of marketing department in the Jamuna
group:
Surprisingly when our group collects Hygiene and Intrinsic factors this time we follow not every
employees affect same factor but person-to-person variable different. The following is a glance
of each of the motivation dissatisfies and satisfiers factor person to person affect different.
(Table: 3) Respondents Information
Variable

Frequency

Satisfied

Dissatisfied

Male

33

10

23

Female

15

12

Sex:

Total:

48 employees

Education Qualification:
National Diploma

10

BA Hons

12

BSC

Masters/MBA

18

12

48 employees

Total:
Working Experiences:

Total:

1-5 Years

30

11

19

6-9 Years

12

10

Above 10 Years

48 employees

Source: Field survey of marketing department in Jamuna group

When we have seen marketing department employees average respond, that time Hygiene
(dissatisfaction) factor like salary, personal life, security, working condition all are fulfill and
satisfaction level is high of marketing department employees. Nevertheless, when we talk about
employees Intrinsic (satisfaction) like responsibility, experiences, and performance they are not
satisfied. Because most of the employees say, few people are not done the work perfectly,
performance and experience not enough when compare to the other employees but that
inexperienced employees are promoted and quickly grow his/her position this situation other
marketing employees satisfaction level are low down.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

A number of marketing employees say degree of freedom an employee has to make their own
decision and implement their own ideas. If they took their own decision on that responsibility
then they will work with more excitement on the project and will be more satisfied with the
result but that cant be possible most of the time in marketing department employees. Because
some time other department employees involved in their task as a result both participation
decision making faces many problems and cannot do the task flawlessly.
When our group member use this Herzbergs two factor theory in Jamuna group of marketing
department employee this time we follow most of the time employee are not satisfied and also
motivation level low specifically Intrinsic (satisfiers) area. However, in drawing support for
these finding, we try take the attention of which employee are dissatisfied in marketing
department. So our group divide marketing department some division like Sex, Education quality
and also working experiences. Therefore, this moment we will be surprised because Jamuna
group marketing department female employees are more satisfied than the male employee.
Survey should cover 48 active employees and total 15 female employees respond as a result 12
female employees satisfaction level is high and 3 female employees are dissatisfied. However,
opposite respond of male employees, total responds 33 people, 10 are satisfied and 23 people are
dissatisfied.
Education qualification prospective diploma qualifications respond 10 employees and just 1
people are dissatisfied. BA Hons, Bsc, Masters Education qualification Employees according
dissatisfied level 8, 3, and 12.
Working experiences prospective above 10 years experienced employee are more satisfied than
the other employees experiences basis and 6 to 9 years 12 people respond as a result two
employees are satisfied and 10 are not.

6.1 Finding:
The result of this study indicates that Herzbergs two-factor theory may be questionable because
some of the elements in this theory is not using properly. Our Finding indicated that most of the
employees in marketing department demand or Hygiene (dissatisfaction) factor are fulfill but
Intrinsic (satisfiers) area most of the employees are not satisfied. When we input data and show
employees respondents information or variable in table 3, this time we follow only Herzbergs
two factor theory Hygiene (dissatisfaction)and Intrinsic (satisfiers) are not enough and clearly
judges for the marketing department employees motivation or performance level. When this
analysis used in marketing employees in Jamuna group this time we also want perfect
information and variable so research report (our group) find more information like observe on
employees sex, education quality and working experiences. As a result, we clearly know about
which employees are more satisfied or dissatisfied. Moreover, they are motivated or not.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

7.1 Conclusions and Recommendations:

The marketing job in the Jamuna group of industries consists of a large variety of complex and
diverse tasks. Because of this, it is important that the marketing department efforts be in a
direction consistent with the company strategic plan. Therefore, the direction of the marketing
department effort is as important as the intensity and persistence of that effort. A group of
company (Jamuna group) management concerned with motivating the marketing department
finds that the complex task is getting them to expand effort on activities consistent with the
strategic planning of the company. Many marketing department employees do not need external
stimulation to work hard and long; their internal needs motivate them to do so. However, every
marketing employee must be externally motivated to perform actions that support the strategic
objectives of the company. Finding an effective combination of motivators may be easier if a
Jamuna group management understands some of the behavioral factors that affect the marketing
force motivation. Three conditions must exist before an unfulfilled need leads to enhanced
marketing employees performance in the Jamuna group of industry.
First, marketing department employees must feel that the rewards are desirable that is, they will
satisfy some needs.
Second, they must believe that gaining these rewards based on their performance, and they must
understand exactly what performance is required to get the rewards.
Thirdly, the marketing employees must also believe that the performance goals upon which the
rewards are based on their attainability. In other words, the marketing department employees
must feel that if they try (expand effort), they can achieve the targets that has been set for them.
Also change or set the company management policy in department prospective.

Recommended factors to improve the marketing employees motivation in the Jamuna group of
Industries are as given below:
I.
II.
III.
IV.

Safe and healthy environment for marketing department employees in Jamuna group of
Industries.
Opportunity that develops human capacities for marketing department employee in
Jamuna group of Industries.
A chance for personal growth and security for marketing employee in the Jamuna group
of Industries.
Socially responsible company actions for marketing department employee in the Jamuna
group of Industries.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

Reference:
Book:
Organizational Behavior human behavior at work John W. Newstrom and Keith Davis -11 th
..
edition. (108-110).
Jamuna group Annual Report (2013).
Class Lecture (Chapter) Motivation at work.

Internet:
Herzbergs two-factor model of satisfactions (U.S Department of commerce, National
Information service AD-A033 814).
Rain, J. S., Lane, I. M., and Steiner, D. D. (1991). A current look at the job satisfaction/life
satisfaction relationship: review and future considerations. Human Relations, 44,
287- 307.
Ruthankoon, R., and Ogunlana, S.O. (2003). Testing Herzbergs Two Factor Theory in the Thai
Construction Industry. Engineering, Construction and Architectural Management.
.. 10(5), 333-342.
Stello, C. M. (2013). Herzbergs Two-Factor Theory of Job Satisfaction: An Integrative
..Literature Review.
Teck-Hong, T. and Waheed, A. (2011).Herzberg's Motivation-Hygiene Theory and Job
.Satisfaction. In The Malaysian Retail Sector: The Mediating Effect of Love of
.Money, Asian Academy of Management Journal, 16(1) 73-94.
Dunnette,M. D., Campbell, J. P., and Hakel, M. D. (1967). Factors contributing to job
.satisfaction and job dissatisfaction in six occupational groups. Organizational
.Behavior and Human Performance, 2, 143-174.
Alderfer, C.P (1972) Existence Relatedness and Growth: Human Needs in Organization Setting,
.New York: The free press.

King, N. (1970) Clarification and Evaluation of the Two-Factor Theory of Job Satisfaction
Herzberg, F. (1966) Work and the Nature of Man, Cleveland: The World Publishing Company.

as

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n

F -X C h a n ge

F -X C h a n ge

ko
p
u

y c o m p u ti n

as

Thank You
09 April 2014
Sample
Only use for my group members purpose

Asif Mahmud Onik

.c

.e

om

om

.c

as

.e

ww

ww

ko
p

en
!

PD

en
!

PD

y c o m p u ti n