Each person is the only person with access to their mind.

We act based on the ideas we choose to adopt and apply.

The intensity of our effort driven by the emotions we at-tach to those ideas. People do it for themselves … to build

their self-esteem and self-respect. To do the things they

agreed they need do to be successful in the job, not for the boss, not for the company, but for themselves, so every

morning as they look in the mirror they like and respect the

person looking back at them.

Good team work is just part of the conduct in organizations

that enables personal success. The team and team leader can assist by offering ideas that most enable personal suc-

cess and offer daily fun and enjoyment that give energy to

the actions we agree we need apply at work. But, each spirit, each mind, each person is ultimately an island,

where the person alone chooses that which they will do and

the effort they will invest in doing it.

The foundation of our life choice is whether we will

choose our life experience or allow others to shape and direct it. Each morning, looking in the mirror, see the per-

son ‘who did their best to make the most of the circum-

stance’. Sense of satisfaction with self in a job well done. If ever it leaves one with a sense of dissatisfaction and a

sense of powerless, mild despair, then seek another job.

Factors that satisfy and factors that dissatisfy

Frederick Hertzberg (1923-2000) developed the two factor theory of motivation in the latter half of the 20th century. In

physics, the science is not a function of popular opinion,

unfortunately social science and management writing in particular, is. Unfortunately, without the in-depth intellec-

tual foundation, there is a serious tendency to lose sight of

the science of people, to the extent I personally have been publically rebuked at a conference by a very senior HR

person that a science of people is not possible.

If we understand something better do we have the oppor-

tunity to manage it better? Of course we do… But there are

serious, extensive and very complex intellectual issues implicated in building a general theory of psychology…but

once those dealt with, then of course better understanding enables better results (Refer The Origin of Consciousness,

and other works at SSRN author page http://ssrn.com/

author=2572745, also the posts and materials in the sum-mary at the LinkedIn profile www.linkedin.com/in/

grahamrlittle).

As a profession management and HR in particular needs

review its attitude to science and to the crucial intellectual

underpinnings essential for the development of a consistent and reliable technology of organizational design and hu-

man capital development. Without the foundation as in say

modern physics, then all of HR is nothing more than a loose collection of ‘best practices’ without foundation or

authority.

Scientific explanation of Hertzberg

Within OPD theory, we know that different ideas have different emotions associated with them. OPD theory is

derived from a general theory of psychology which is a

relationship between the variables such as to provide causal understanding of the outputs of the system under

study, a person in their environment.

The foundation of Hertzberg is the separation of satisfac-

tion and dissatisfaction showing in his research the factors

that result in each are quite different factors. Thus the result proved by Hertzberg and his team is of no surprise.

His work confirms the basis of OPD theory, and is merely

the detail of exactly what ideas are linked with exactly which emotions. Further it is general to people, not mere-

ly the quirk of some group or culture.

Hygiene factors and motivators

Hygiene factors do NOT motivate, and provide no long term satisfaction. The emotions associated with these

ideas are present only in the negative, and only if the

factor is not delivered/provided to some degree thought ‘proper’ by the people. I have personal experience of a

rapidly growing company where people ended up 25

cramped into a space for 10. But when much more space made available, motivation fell. The motivators of in-

volvement, interaction, team fun, were eroded by more

space, and people did not feel so close. Four people left, and it took several months for the team to adjust. The

motivators are those factors that intrinsically lift the ener-

gy associated with the effort of doing it, resulting in a

highly motivated and high performing team.

For full list of factors see https://en.wikipedia.org/wiki/

Two-factor_theory.

The explanation of the impact of the Herzberg two

factors

The human spirit is the very core of our existence (refer #26, Understanding human motivation, or ‘Origin’). Read

the list of motivators, they are all issues that touch our

spiritual existence. Read the list of hygiene factors, they are all issues detached from our spiritual existence, and

relate to the environmental circumstance.

Motivators lift our spirit… hygiene factors provide for our

creature comforts.

Does religious devotion depend on the quality of the

church? The parallel is exact.

An integrated motivation policy

Hygiene factors: Provision of adequate creature comforts.

Motivators: Apply OPD-HCD™ to fully engage team and team leader, Executive, CEO and Governance to make for

a fun filled, exciting work experience that daily lifts and

rewards the spiritual core of everyone involved. Then do

it!

The foundation of all motivation is for the person to choose personal life success

Fulfilment from OPD-HCD™ in perfect game plans perfectly delivered

Newsletter #27 Building and implementing an integrated motivation policy

Newsletter topics

1. Seeking new thinking.

2. How to double profits.

3. Goal—action.

4. Linking staff action to

strategy.

5. Human performance

driving results.

6. HR as rollout of strate-

gy.

7. Behavioral structure of

the organization.

8. Understanding human

psychology.

9. Linking people to be-

havioral structure.

10. Perfect human perfor-

mance.

11. Performance manage-

ment moving actual toward perfect perfor-mance.

12. Built in flexibility.

13. A scientifically proven

balanced solution to human performance as a driver of results.

14. Redefining engage-

ment.

15. Culture.

16. All HR policy changes.

17. Lifting expectation.

18. Redefining leadership.

19. Redefining manage-

ment.

20. Why has it not been

done before?

21. Stop. Reflect. Chose

and improve.

22. Why can’t we do it

ourselves?

23. Mind of the CEO.

24. HR as the ‘right hand’

of the CEO.

25. Building a ‘verbal

ready’ Executive.

26. Understanding human

motivation.

27. Building and imple-

menting an integrated motivation policy.

28. Human capital.

29. Finding and develop-

ing talent.

30. Choosing better ideas.

Reading these newsletters you will gain new insight into how to manage the link between people and your organization so that both benefit by increased results, greater success, increased profits, more fulfilling work, and greater satisfaction.

Contact: info@opdcoach.com to meet and explore how this system will lift results in your business. Alternative advise us, do not send, if you do not wish to receive more emails.