Leaders must eliminate or neutralize workers' dissatisfaction with environmental factors before motivational factors have a chance to work.

Leaders must eliminate or neutralize workers' dissatisfaction with environmental factors before motivational factors have a chance to work.

• A. Motivational factors before environmental factors
• B. Environmental factors before motivational factors
• C. Both types must be eliminated
• D. Neither.

Answer: (B)

The main idea here is Herzberg’s two-factor theory, which splits factors into hygiene (environmental) factors and motivators. Hygiene factors مثل salary, company policies, supervision, working conditions, and relationships prevent dissatisfaction, but they don’t create lasting positive motivation by themselves. Motivators, like achievement, recognition, the work itself, responsibility, and advancement, drive true motivation—only if the baseline dissatisfaction has been removed. Addressing environmental factors first is essential because if workers remain unhappy due to poor pay, bad supervision, or poor working conditions, any attempt to boost motivation with rewards or meaningful work will be undermined. Once those hygiene issues are satisfied, the motivators can have their intended effect and raise true motivation. The other approaches don’t fit because focusing on motivators while dissatisfaction persists won’t yield sustained motivation, and trying to do both at once isn’t as efficient when the dissatisfiers are still present.

The main idea here is Herzberg’s two-factor theory, which splits factors into hygiene (environmental) factors and motivators. Hygiene factors مثل salary, company policies, supervision, working conditions, and relationships prevent dissatisfaction, but they don’t create lasting positive motivation by themselves. Motivators, like achievement, recognition, the work itself, responsibility, and advancement, drive true motivation—only if the baseline dissatisfaction has been removed.

Addressing environmental factors first is essential because if workers remain unhappy due to poor pay, bad supervision, or poor working conditions, any attempt to boost motivation with rewards or meaningful work will be undermined. Once those hygiene issues are satisfied, the motivators can have their intended effect and raise true motivation. The other approaches don’t fit because focusing on motivators while dissatisfaction persists won’t yield sustained motivation, and trying to do both at once isn’t as efficient when the dissatisfiers are still present.