[MUSIC] So, we're going to be talking about how the characteristics of our job, the nature of the work we do does something to influence us, does something to explain why we do what we do. And we're going to be talking about two different types of theories. The first is Herzberg theory regarding motivating versus hygiene factors. And a second is the job characteristics model by Hackman & Oldham. Let's get started with the first one. Herzberg proposed that people are motivated and demotived by different factors. Let me explain that. What Herzberg tried to do was basically, what he did or the way he went about understanding motivation, is that he asked people when they felt particularly good about their jobs and when they felt particularly bad about their jobs. And what he noticed was that the type of answers that people gave were very different. And that made him think about how it may be different factors that motivate us and different factors that demotivate us. Can you see the difference? It's not really the same, right? To be motivated or to be demotivated. So Herzberg called these factors motivators and then hygiene factors. Let me start with motivators. Those are the factors, according to Herzberg's theory at least, that tend to come from inside. So they are factors like having interesting work, being fulfilled, relating with other peoples. And if these factors are there, people tend to get satisfaction. However, if these factors are absent, there is no satisfaction. So there is no active desatisfaction or demotivation. But there is also not really, it also not really motivating what you do. The second set of factors is what he called hygiene factors. So those are the factors that tend to be outside of you. Extrinsic, so they are part of your job, of your organization, of your work, and if they are present, well you're kind of happy about it, but it's not to say that they actively motivating you. So this is why I say if they are absent, you tend to be dissatisfied. But it's not so much the case that only the presence of these factors leads already to motivation or satisfaction. So let me give some examples. Hygeine factors could be things like, does your organization have good HR policies? Is everything well organized? Do you get your salary every months on your bank accounts? This are the factors that are kind of basic expectations, this is something that you expect when you work in an organization. If they are not there, definitely, you may get desatisfied or demotivated. However, it's not necessarily the case that if there are presents, you get satisfaction or you get motivated. For that, according to the theory, you need other factors that have to do with the extent to which you can work, have motivating work and do something that fulfills you internally. Now let me tell you, also this is a theory that in the end, once people started empirically investigating it, didn't receive so much empirical support. However, it was a very important theory and a very important step in the thinking of motivation, because people started considering aspects of motivation that were not so much inside, but that were also aspects of the job and of the organization. Also the distinction between factors that satisfy you or motivate you and factors that demotivate you was kind of an interesting insight that people got from this theory and which is why I wanted to share it with you. [MUSIC]