Frederick Herzberg’s theory has contributed to the study of human relations and motivation in terms of development within the organisation. The two factors are:
Hygiene Theory Motivationand
Both factors are aimed to increase productivity, decrease absenteeism and attain smooth working relations. Fundamental to Herzberg’s position is the notion that motivation is a result of personal growth and is based upon an innate need to grow.
Hygiene Theory
The most important aspect of this theory is that there are certain ingredients of the job environment (external) that do not lead to motivation but without them there is dissatisfaction.
These factors are:
The second part of the theory is about what a person gains (internal) while in the job. Herzberg called these motivators or satisfiers.
Achievement
Both hygiene and motivation must take place at the same time - A structure for the avoidance of unpleasantness and a parallel system for personal growth
Thus in the ideal management situation policies should aim to treat employees so that there is a minimum of dissatisfaction and utilise them in order to attain a sense of achievement and that this achievement is recognised. Policies should promote interest and responsibility so that staff can advance both within the job and the organisation.
Effects on both the individual and the group
Herzberg went on to postulate that a successful implementation of his theories would have the following effects on both the individual and the working group:
Individual It will:
provide for the basic needs of life.
encourage security.
provide an individual with an identity.
give interest and freedom from boredom.
propagate comradeship.
bestow self-fulfilment. yield job satisfaction.
furnish the individual with status.
The Group It will:
equip management to ensure that group goals are attainable.
determine whether the sub-groups achieve these goals.
increase the morale of the group.
accord co-operation both within and outside the group.
motivate the group to give their very best.
contribute to good human relationships within the group.
QUESTIONS
1. What behaviour is used to carry out a fire drill ? a. Skill-based
b. Rule-based c. Knowledge-based
d. A combination of Rule-based and Knowledge-based 2. Skill-based errors only occur:
a. In those with little or no experience b. In those who are in the learning process
c. In those who have only part-learned a procedure/system d. In those with experience
3. Rule-based behaviour involves:
a. Short term and long term memory b. Short term and Iconic memory c. Long term and Episodic memory
d. Short term, long term and Episodic memory 4. With regards to procedures you are advised to:
a. Memorise all procedures as carefully as possible b. Memorise immediate actions and subsequent actions
c. Memorise immediate actions and refer to check list for subsequent actions d. Rely on the checklist for all procedures
5. Knowledge based behaviour enables people to:
a. Deal smoothly and quickly with procedures
b. Deal with situations involving other people and especially with the flight and cabin crews
c. Deal with known situations
d. Deal with unfamiliar and novel situations 6. In evaluating data pilots are influenced by:
a. Their technical knowledge b. Their previous experience c. Situational awareness d. Their state of health
7. The reluctance to move away from a theory once formed in spite of evidence to the contrary is called:
a. Mind set b. Mind bias
8. Situational awareness is:
a. The process that ensures the pilot maintains an accurate model of his/her environment b. The process that ensures the pilot maintains an accurate model of the situation within
the cockpit.
c. The process that ensures the pilot maintains an accurate model of the situation outside the cockpit
d. The process that ensures the pilot maintains an accurate model of the situation on and around the landing point
9. Errors may occur when a pilot believes it is safe to depart from the procedure laid down. Is this:
a. True b. False
c. True in some circumstances d. False in some circumstances
10. Once started on a course of action, it is better to:
a. Have the courage of your convictions and carry them through b. Confirm it with your co-pilot or most senior member of the crew c. Ensure ATC are in the picture from the very start
d. Stop occasionally to take stock 11. What is the Jens Rasmussen’s Model?
a. “KRS”
b. “SKR”
c. “SRK”
d. “KSR”
12. Among the most important factors which might interfere with Situational Awareness are:
a. Weather patterns
b. Inter-personal differences c. Hopes, wishes and desires d. Poor instrument layouts
13. We are driven by ...needs and ...needs a. Social basic
b. Physical basic
c. Physiological social d. Physiological basic
14. The lowest tier of Maslow’s pyramid of needs is:
a. Physiological needs b. Safety and security needs c. Belonging and affection needs d. Self-esteem needs
15. Job satisfaction is measurable.
a. True b. False
16. The two main tools in improving job satisfaction are:
a. Job enrichment job enlargement
b. Job enrichment financial considerations c. Financial considerations good industrial relations d. Good management good industrial relations 17. Job enlargement can be split into:
a. Vertical slant b. Slant horizontal c. Slant vertical d. Vertical horizontal
18. A tendency to ask leading questions is a symptom of:
a. Increased awareness b. Decreased awareness
c. Increased situational awareness d. Decreased situational awareness 19. Action slip is an error of:
a. Skilled-based behaviour b. Knowledge-based behaviour c. Rule-based behaviour d. None of the above
20. The tendency to call to mind common experiences or scenarios from the past and link them incorrectly to a perceived mental model is called:
a. Confirmation bias b. Action slip
c. Environmental capture d. Frequency bias
ANSWERS
1 B 11 C
2 D 12 C
3 A 13 C
4 C 14 A
5 D 15 A
6 B 16 A
7 C 17 D
8 A 18 D
9 A 19 A
10 D 20 D
CHAPTER TEN