Herzberg's Two-Factor Theory of Job Satisfaction: A Critical Analysis

The assignment content appears to be a review of evidence and criticism on the topic of motivation, specifically focusing on Herzberg's Two-Factor Theory of job satisfaction. The provided articles and studies explore various aspects of job satisfaction, including organizational culture, justice perceptions, and employee commitment. Additionally, a questionnaire is included to gather data on employee satisfaction and intention to leave Mihomecare. Overall, the content suggests that understanding what motivates employees and what factors contribute to job satisfaction are crucial for improving organizational performance.

Running head: IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Impact Of Hygiene Factors on Intention to Leave
MIHOME CARE

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Table of Contents
Abstract............................................................................................................................................2
Introduction......................................................................................................................................4
Research Question........................................................................................................................6
Research Objective and Aim........................................................................................................6
Literature Review............................................................................................................................7
Concept and Model Intention to Leave........................................................................................7
Factors which impact the intention to leave.................................................................................9
Research Methodology..................................................................................................................11
Measurement..............................................................................................................................12
Sampling....................................................................................................................................12
Results and Discussions.................................................................................................................14
Results........................................................................................................................................14
Discussion and Implications..........................................................................................................42
Discussion..................................................................................................................................42
Conclusion.....................................................................................................................................45
Recommendation for Future Research..........................................................................................46
References......................................................................................................................................47

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Acknowledgement
I would like to express my special thanks of gratitude to my teacher (Name of the teacher) as
well as our principal (Name of principal) who gave me the golden opportunity to do this
wonderful project on the topic: the impact pf hygiene factors on the employee retention in MI
Home Care, who also helped me in doing a lot of Research and I have learnt a lot of new things
for which I am really thankful to the. Furthermore, I am also thankful to my parents to make me
select this project within a limited frame of time.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Abstract
The two factor theory of Herzberg has divided the job satisfaction and motivation in two
different factors group called as Hygiene factors and Motivational factors. As per Fredrick
Herzberg, the factor of motivation is six factors of job contentment that involves possibility,
advancement, responsibility, wok itself, recognition and achievement. Factors related to Hygiene
include factors of Job Context that involve job security, relationship with status, subordinates,
relationship with personal life, salary and peers, work conditions and supervision.
Fundamentally, this theory divides the factors between extrinsic and intrinsic factors of
motivation. Intrinsic motivators are called as factors of job content which define the things which
people mostly do in the work like their achievements and responsibilities (Acker, 2004). These
factors contribute greatly towards the level of satisfaction of job felt by an employee at his work.
The factors in the context of job are extrinsic factors which the employees may not be able to
control properly as they are associated with the environment where people work as compared to
the nature of work. Herzberg call these sources as factors of job satisfaction. The reverse of the
satisfaction may not be termed as dissatisfaction as the two feelings may not be called as
opposite to each other. As per the Herzberg statement, there are mainly two different portrayed
needs of humans. Thus the fundamental premise of theory of two factor involves that if the
manager or employee tries to enhance the satisfaction of job and ultimately the performance of
the job for any employee, they must address the factors which effect the satisfaction of job of the
employees. The direct approach involves working upon the job content or intrinsic factors as
providing the recognition and encouragement to the employees helps to make them feel more
happy and valued in the company and giving them high sense of responsibility and achievement.
According to Herzberg, the most reasonable way for motivating the employee is to provide them

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
challenging work where he may easily assume his responsibility. If an employee does not
possess any responsibility towards his work then he may feel highly disassociated and
discontented with his work and may feel no urge to fulfill the goals of his organization. Thus it
is highly significant to involve the employees in the entire decision making and mostly at the job
delegation and assignment. It will assist the employees of the organization to feel responsible
and will lead to high motivational level. The employees may consider the job satisfaction level in
the employees also. In order to approach the employees directly, the matter of discontentment in
the job place as well as to revitalize and try the environment, the employers must focus over the
factors of job context and the hygiene factors.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Introduction
The two factor theory of Herzberg has divided the job satisfaction and motivation in two
different factors group called as Hygiene factors and Motivational factors. As per Fredrick
Herzberg, the factor of motivation is six factors of job contentment that involves possibility,
advancement, responsibility, wok itself, recognition and achievement. Factors related to Hygiene
include factors of Job Context that involve job security, relationship with status, subordinates,
relationship with personal life, salary and peers, work conditions and supervision.
Fundamentally, this theory divides the factors between extrinsic and intrinsic factors of
motivation. Intrinsic motivators are called as factors of job content which define the things which
people mostly do in the work like their achievements and responsibilities. These factors
contribute greatly towards the level of satisfaction of job felt by an employee at his work. The
factors in the context of job are extrinsic factors which the employees may not be able to control
properly as they are associated with the environment where people work as compared to the
nature of work. Herzberg call these sources as factors of job satisfaction (Utley, et al., 1997).
The reverse of the satisfaction may not be termed as dissatisfaction as the two feelings may not
be called as opposite to each other. As per the Herzberg statement, there are mainly two different
portrayed needs of humans. Thus the fundamental premise of theory of two factors involves that
if the manager or employee tries to enhance the satisfaction of job and ultimately the
performance of the job for any employee, they must address the factors which effect the
satisfaction of job of the employees. The direct approach involves working upon the job content
or intrinsic factors as providing the recognition and encouragement to the employees helps to
make them feel more happy and valued in the company and giving them high sense of
responsibility and achievement. According to Herzberg, the most reasonable way for motivating

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
the employee is to provide them challenging work where he may easily assume his responsibility
(Alshmemri, et al., 2017). If an employee does not possess any responsibility towards his work
then he may feel highly disassociated and discontented with his work and may feel no urge to
fulfill the goals of his organization. Thus it is highly significant to involve the employees in the
entire decision making and mostly at the job delegation and assignment. It will assist the
employees of the organization to feel responsible and will lead to high motivational level. The
employees may consider the job satisfaction level in the employees also. In order to approach the
employees directly, the matter of discontentment in the job place as well as to revitalize and try
the environment, the employers must focus over the factors of job context and the hygiene
factors. For instance, if the employers get the ergonomic expert for altering the workstations,
they can decide for turning the desk of individuals to face any specific direction or can also
change the height of chair of employers, or style or position of keyboard as well as the monitor
of the computer (Zhang, et al., 2000). In the theory of two factor, the job dissatisfaction and job
satisfaction are completely a separate directions. Thus while trying to make better a factor which
effects the dissatisfaction caused for job, an extrinsic element, like the conditions of working, it
may not change the perception of employees of whether are they satisfied and contended with
the work they are doing (Dartev-Baah, et al., 2011). Hygienic factors, are considered the
extrinsic conditions which encourage the employees to perform their best and feel committed
towards their work. The factors like relationship between immediate supervisors, subordinates
and colleagues, job security, benefits and perks, remuneration, organizational culture and
working conditions supervisors play an important role and make them stay within the
organization and grow with it. Motivation factors are intrinsic conditions that influence the level
of employee engagement. They have the ability to satisfy one’s own psychological needs

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
including sense of achievement, personal and professional growth, proficiency and status in the
organization. The psychological fulfillment at any stage of an individual’s career plays a vital
role in determining his or her involvements and commitment towards their work as well as the
organization. Employee engagement has been linked with almost every aspect of management in
some or other form. Although there are not enough evidences to support a direct relationship
between them but several factors show that they are indirectly connected with each other. In the
same way, the hygiene and motivation factors have also been associated with employee
management (DeShields, et al., 2005). In fact, they have proven to be dependable and
unswerving predictors of the level of involvement and engagement of employees towards their
jobs.
Research Question
The research question formulated in this research paper is: What is the impact of Hygiene factor
or how it influences the decision of the workers to quit their organization.
Research Objective and Aim
The purpose of this paper is to examine the impact of hygiene factors on an employee’s intention
to leave their organization. To enable the researcher to do this the many dimensions of hygiene
factors will be looked into. These dimensions as explained by Herzberg include salary, job
security, working conditions, co-workers and supervision. The researcher has opted to utilize
quantitative method as the approach to examine the relationship that these hygiene factors have
towards contributing to an employee’s intention to quit.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Literature Review
Concept and Model Intention to Leave
The intention of a worker to leave the organization is known to come under the psychological
phenomenon of the individual who intends or plans to leave his job. As per Bigliardi, Petroni and
Ivo Dormio (2005), the intention of a worker to leave the organization is defined as an apparent
probability of the individual that they might be leaving or staying with their employer
organization. Employees who have high intentions of extractions from the organization assess
and evaluate that they certainly will leave the organization in the coming future. According to
Tett and Mayer (1993) they defined the intentions of the employees to leave as deliberate and
mindful willfulness of employees for leaving the current company. Blau (2000) has defined the
intention of the worker to leave the company as intensity of the requirement and intentions of the
employees to depart the company. However as per Mobley (1878), the actual turnover can be
projected for amplifying as intention gets high. Muchinsky (1993) gave a suggestion of
representing the employee turnover on the basis of hypothesis that is linked with quitting and
satisfaction. These hypothesis include intending to continue or relinquish and stay or quit,
looking out a different job, thinking about quitting. According to Mobley (1997), the
dissatisfaction may guide the judgment of people for quitting. The model by Mobley as shown in
Figure 1 portrays the main steps of thinking about job satisfaction and turnover (Muchinskey,
1993)

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Figure 1: Representing the intermediate linkage to process of Employee Turnover
Source: Adapted from Muchinsky, P.M (1993). Psychology Applied to Work (4thed) California:
Brooks/Cole Publishing Company (p.310).
Generally, the turnover develops structural and monetary stress over the organization particularly
the voluntary turnover. Having the spontaneous turnover, companies can make the arrangement
for lowering the losses. Also there are a lot of ways where the company may consider an effort
for lowering the intentions of turnover. Despite giving attractive packages for remuneration, the
company may develop the environment suitable of workplace that is free from all the boredom or
stress. Over and above that, the style of leadership which is adopted that focuses over the

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
approach of relationship (i.e. Employee Centric) may lower the turnover rate as according to
their employees, the leaders are attentive and considerate as they show special attention and
regard to the subordinate. The organizational employees also know about their voice and leaders
also recognize and value their contributions.
Factors which impact the intention to leave
As per Arnold ad Feldman (1996), a lot of factors are there which cause the individuals to own a
disappointing feeling regarding their job. Also, many employees could satisfy only few aspects
of the work and also dissatisfy the other aspects and additional aspects (Mullins, 2002).
Pay
The research is considered to be confusing with respect to the implementation and application of
pay over the intention of workers to leave. As per Berry (1997), a shortage of observed and keen
substantiated are present to note which pay alone benefits the fulfillment of works and also
lowers the dissatisfaction. According to Berry (1997), the extremely paid workers can still
remain dissatisfied and unhappy if they dislike their job environment as well as believe that they
may not enter or get a better satisfying job. Despite all these, the pay is considered to be as a part
of approved and certified system which is used in companies for motivating the implementation
with regulations and rules (Mueller & Price, 1990). The unfairness with respect to lack of
acknowledgment as well as frequently poor pay can lead to employees have intention for leaving
the organization Moore (2002).
Working Condition
All the workers desire for the moderately working conditions which could get in better
expediency and physical comfort. Also the working conditions are referred to as the working

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
atmosphere or environment as well as the aspects of conditions of the employees and
employment circumstances. This overarches the matters like the association of the work
activities: employability, skills, training, well-being, protection, health, work life balance and
working time. The non-attending of these working conditions can poorly crash over the physical
and mental well-being if worker. While Robbins sates that all the working conditions may
manipulate the satisfaction of job along with causing the employees to own the tendency to leave
organizations. Also as per Arnold and Feldman (1996), the elements or factors like resources,
working hours, noise, hygiene, aeration, lighting and temperature are all portion of the working
conditions. The employees can also sense that the poor conditions of working may only worsen
the negative representation as well as initiate to have the intention for quitting. This type of
intention can occur as the job is associated with physically and emotionally demands.
Supervision
Supervision is defined as organizing, planning and controlling the work of the employees by
using face contact mode of subordinates. The supervision indicates that surveillance and
suggestion which the supervisor provide to their assistants for helping them as well as executing
the jobs properly. Also, the supervision includes the way which is shown by supervisor when he
oversees his workers. A research conducted by Moore (2002) identified that the social assistance
from the supervisors compressed the intensity of intention of employees to leave through lower
level of burnout. Research conducted by Beck and Kalliath (2001), stated that the supervisory
assistance focused only over those symptoms for exhaustion but in a straight line as well as
indirectly over the intentions of employees to quit.
Coworkers

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Martin and Ducharme (2000), describes that relationship of coworkers is the faithfulness,
reception and friendship developed between the group members that are referred to level of
esteem, trust and self-assurance of the subordinates in their leaders. The term coworkers is
defined as any individual having any work which includes subordinates and supervisory
employees. The coworkers’ relationships frequently are unspecified for referring especially to
the relationships in the peer employments. If managers may triumph the trust and support from
coworkers and subordinates, the capability of the managers for influencing the will be better as
compared to unsupported managers. Between subordinates and leaders, the subordinates have a
detrimental portion in relationship. The research shows that excellence of relationship of
coworker shows the effectiveness of communication and conversation between coworkers. The
relationship of coworkers were totally ignored in prior formal management theories. For
example, administrative theory of management and bureaucratic theory concentrated exclusively
over the authority, hierarchy as well as the supervisors. Effective communication was completely
pre-arranged as formal and downward that focused over the supervisors disciplining, controlling
and instructing the subordinate employees.
Research Methodology
Population and sample which the investigator desires to investigate as well as population can be
meticulous kind or limited portion of the group and even all individuals of the group. Sampling
size and sampling design are critical while making use of appropriate sampling size and design
that may help in generating exact results for research population (Sekaran, 1992). In the study,
population which is prison personnel is the 1600. As per Krejcie and Morgan 1970), for sample
size near 1600, the size of sample must be near 310.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Measurement
The given research used this questionnaire for determination of relationship between
independent variables (dependent variable, job security, coworkers, supervision, working
condition and salary, (Intention of employees to leave). A survey questionnaire having closed
ended questionnaires was developed. Questionnaire was accepted from original resources as well
as few of them were altered to make them suite the type of study. The researcher makes use of
quantitative method for examining the relationships which these factors of hygiene have for
contributing the intentions of employees to quit and exit (Alshmemri, et al., 2017). The
researcher has utilized the questionnaire for defining and explaining the associations between
independent variables that are coworkers’ relationships, supervisions, personal development,
salary then dependent variable that have intentions for leaving the organizations.
Sampling
By using method of the random sampling, the survey questionnaires were distributed to the
participants. Questionnaires comprised of 23 questions which over a 5 point Likert sale
participants need to indicate the agreement or disagreement with statements or items that are
listed. The participants of the study are required for completion of questionnaires by indicating
and showing whether they disagree, or strongly agree. For answering the research questions,
questionnaires are split in three different sections. The initial section focus over the demographic
background of the participants, for example participants were asked for indicating the job roles,
marital status, ethnicity, age and gender. The next section had focused over measuring and
evaluating the hygiene factors which are independent variables that develop the job satisfaction.
The study included the assessment of dissatisfaction or satisfaction of employees using three
dimensions of job: coworkers, supervision and pay. Also it includes 2 items that were spread
across various dimensions of factors of hygiene: Pay (4 items), Personal development (4 items),

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Supervision (4 items), and Co-workers relationship (3 items). The researcher have used the 5
Point Likert scale which will show whether the respondents strongly disagree or strongly agree.
The last that is third section has focused over the assessment and evaluation of the intentions to
leave organization which is dependent variable. The Turnover Intention Scale which was
developed by Cohen (1999) was used. This scale involves three dimensions: the occupation, the
job and turnover of intentions from organization. For the given purpose the items that come
under the sub scale from intentions of leaving the organization or company was used. These
include: “As soon as it is possible I will leave the organization”, “I am actively searching for an
alternative to leave the organization”, “I think a lot about leaving my organization”. The
respondents have answered using the 5 pint Likert scale whether they strongly disagree or
strongly agree. The scale of reliability always ranges from 0 (full of error and inconsistent) to 1
(highly reliable), and a data which yields the reliability coefficient alpha of .70 or higher is
regarded as being acceptable (DeShields, et al., 2005). The Cronbach Alpha for the TIS by
Cohen (intention to leave the organization was 0.89. While the internal consistency
reliabilities reported by Spector (1985) for the facets range from 0.60 (Co-workers) to 0.82
(Supervision), with a value of 0.91 for the total score and 18-month test-retest coefficients
ranging from 0.37 to 0.71. To carry out the statistical analysis, Microsoft Excel was utilized.
Firstly, descriptive analysis was used for providing an insight into the nature of the respondents
which the researcher had depicted through the use of tables and charts. For the purposes of this
study, the researcher had used the graphical representations (pie charts and bar charts) and
statistical commentary (a discussion of the results) on the questions relating to the respondents’
background/demographic. Further, to measure the variables in sections B and C, using Microsoft
Excel, statistical analysis were carried out to examine the relationship between independent

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
variables (salary, personal development, co-worker relationships, supervision, etc.) and
dependent variable (intention to leave) (Acker, 2004).
Results and Discussions
Results
Questionnaire
Section A
1. What is your gender
A) Male
B) Female
A) Male 70
B) Female 30
A) Male B) Female
0
10
20
30
40
50
60
70
80
1. What is your gender
The gender chosen for this research study were more inclinded towards the male segment while
Female perticipation . Female had less actively participated in this research. Therefore most of

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
the answers are from the male metality and perceptions towards the impact of hygienec factor on
retention of employees.
2. What is your age
A) 18-25
B) 25-35
C) 35-45
D) 45-55
A) 18-25 30
B) 25-35 40
C) 35-45 20
D) 45-55 10
The age group were divided into multiple ranges for this research by the researcher. The varoious
segments were 18 years to 25 years, 25 years to 35 years, 35 years to 45 years and 45 years to 55
years. The maximum number of respondents in this research study were from the age group of
25 years to 35 years as most of them were from young category. However the least number of
candidates that were chosen for this study were from the eldest range of the age group, i.e. 45
years to 55 years. The people were as less as ten only.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A) 18-25 B) 25-35 C) 35-45 D) 45-55
0
5
10
15
20
25
30
35
40
45
What is your Age
3. Ethnicity
A) White
B) Black and Carribean African 18
C) Asian
D) Other
A) White 20
B) Black and Caribbean
African 18 30
C) Asian 25
D) Other 25
If we talk about the ethnicity of the participants, there were various categories involved in this
researh by the researcher, as a lot of respondents had actively participated. The various categires
that participated were White, Black and Caribbean, Asian and Others. The maximum number of

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
people who participated were from the category of Black and Caribbean Africa. Asian and
Others like Germans, Spanish etc. accounted to the next largest number as they constituted to 25
percent of the overall sample size. The least number of people who participated in the study were
from White who accounted to nearly 20 percent of the total participants.
A) White B) Black and Carribean
African 18 C) Asian D) Other
0
5
10
15
20
25
30
35
Ethnicity
4. Marital Status
A) Married
B) Single
C) Divorced
D) Other
A) Married 25
B) Single 26

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
C) Divorced 23
D) Other 26
In this study resaercher chose four different types of statuses of marriege for the people who
participated in the research. These were Married, divorced, single and others. The maximum
number of people who constituted in this research were from Single category and others. The
married were 25 in number while divorced category constituted to nearly 23 percent of the total
population.
A) Married B) Single C) Divorced D) Other
21.5
22
22.5
23
23.5
24
24.5
25
25.5
26
26.5
Marital Status
5. What is your in role at Mihomecare
A)Careworker
B) Branch Manager
C) Field Care Supervisor
D)Recruiter
E)Finance Admin
A) Careworker 30
B) Branch Manager 10

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
C) Field Care Supervisor 15
D) Recruiter 25
E) Finance Admin 20
In this research, the researcher chose the participants from various department in the MiHome
Care Company. The departments selected were Careworking section, branch manager section,
Field Care Supervisor section, Recruiter and Finance Admin department. The maximum
participants were from the Careworking section as this section was most closely involved in the
hygien related factors. However, the recruitment was next in the line with 25 percent participants
from this department. Finance admins were 20 in number with Field Care supervisior following
them. The least number of praticpants were from the managerial position with branch manger
being only ten percent.
A) Careworker B) Branch Manager C) Field Care
Supervisor D) Recruiter E) Finance Admin
0
5
10
15
20
25
30
35
. What is your in role at Mihomecare
Section B
6. I feel I am being paid a fair amount for the work I do
A) Strongly agree
B) Agree

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
C) Neither agree nor disagree
D) Disagree
E) Strongly disagree
A) Strongly agree 20
B) Agree 25
C) Neither agree nor disagree 30
D) Disagree 15
E) Strongly disagree 10
In this research questionnaire there were three sections wherein the first section had five
questions related to demographics of the participants, while the second section consist of all the
factors related to the intention of the employees to leave the company like MIhome Care. As per
the first question about the satiscation level of the employees related to their pay, thirty percent
of the people said that they are neither satisfied nor dissatisfied with their salaries. 25 percent of
people said that they are well satified with their salaries. Twenty percent of people said that they
are extremely satisfied as they do not deserve this much salary as per their skill set. While 15
percent people said that they are not fully contented with the salary they receive, only 10 percent
feel that they are not at all satisfied with the salary they are getting.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A) Strongly agree B) Agree C) Neither agree nor
disagree
D) Disagree E) Strongly disagree
0
5
10
15
20
25
30
35
I feel I am being paid a fair amount for the work I do
7) Raises are too few and far between their pay increment.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 30
B. Agree 10
C. Neither agree nor disagree 15
D. Disagree 25
E. Strongly disagree 20

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Almost maximum number of employees feel that they get worst increment in their salaries as
either they are too less frequent or they are too less in amount. However 25 percent of people
said that they are getting good and frequent pay increments in their salaries. While only 10
percent of people are happy with their pay increment, 20 percent of people feel that they are
totally not contented with the salaries they get. However 15 percent of them are neutral in their
perception about the salary increment.
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
7) Raises are too few and far between
8. I feel unappreciated by the organisation when I think about what they pay me.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 20
B. Agree 25

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
C. Neither agree nor disagree 30
D. Disagree 15
E. Strongly disagree 10
Almost maximum number of employees feel that they get worst increment in their salaries as
either they are too less frequent or they are too less in amount. However 25 percent of people
said that they are getting good and frequent pay increments in their salaries. While only 10
percent of people are unhappy with their pay increment, 20 percent of people feel that they are
totally contented with the salaries they get. However 30 percent of them are neutral in their
perception about the salary increment.
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
8. I feel unappreciated by the organisation when I think
about what they pay me.
9. I feel satisfied with my chances for salary increases
A. Strongly agree
B. Agree

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 25
B. Agree 35
C. Neither agree nor disagree 10
D. Disagree 15
E. Strongly disagree 5
In the question which asked for the satisfaction of the employees rgarding their salary increment,
Nearly 5 percent of people were completely unhappy with their chnaces which they assume for
the salary increase. Almost maximum number of employees feel that they get worst increment in
their salaries as either they are too less frequent or they are too less in amount. However 25
percent of people said that they are getting good and frequent pay increments in their salaries.
While only 10 percent of people are unhappy with their pay increment, 20 percent of people feel
that they are totally contented with the salaries they get. However 30 percent of them are neutral
in their perception about the salary increment.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
40
9. I feel satisfied with my chances for salary increases
10. People get ahead here as fast as they do in other places
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 35
B. Agree 20
C. Neither agree nor disagree 25
D. Disagree 15
E. Strongly disagree 5
People expect their promotions in MIhome Care positively and as near about to 35 percent
people who feel that it is strongly agreed that they have the chances of promotions very quickly.
Nearly 20 percent of people had agreed over the fact that they have good chances of quick

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
promotions. 25 percent of people felt that they were neutral towards their chances of high
promotion. Near about 15 percent of the people disagree with the fact and 5 percent of them
completely diagree with the fact.
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
40
10. People get ahead here as fast as they do in other places
11. I am satisfied with my chances for promotion
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 20
B. Agree 25
C. Neither agree nor disagree 30
D. Disagree 15
E. Strongly disagree 10

28
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
In the question which asked for the satisfaction of the employees rgarding their salary increment,
Nearly 5 percent of people were completely unhappy with their chnaces which they assume for
the salary increase. Almost maximum number of employees feel that they get worst increment in
their salaries as either they are too less frequent or they are too less in amount. However 25
percent of people said that they are getting good and frequent pay increments in their salaries.
While only 10 percent of people are unhappy with their pay increment, 20 percent of people feel
that they are totally contented with the salaries they get. However 30 percent of them are neutral
in their perception about the salary increment.
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
11. I am satisfied with my chances for promotion
12. There is really too little chance for promotion in my job.
A. Strongly agree
B. Agree
C. Neither agree nor disagree

29
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
D. Disagree
E. Strongly disagree
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
40
45
8. There is really too little chance for promotion in my job.
A. Strongly agree 20
B. Agree 30
C. Neither agree nor
disagree 40
D. Disagree 10
E. Strongly disagree 0
In the question which asked for the satisfaction of the employees rgarding their salary increment,
Nearly 5 percent of people were completely unhappy with their chnaces which they assume for
the salary increase. Almost maximum number of employees feel that they get worst increment in

30
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
their salaries as either they are too less frequent or they are too less in amount. However 25
percent of people said that they are getting good and frequent pay increments in their salaries.
While only 10 percent of people are unhappy with their pay increment, 20 percent of people feel
that they are totally contented with the salaries they get. However 30 percent of them are neutral
in their perception about the salary increment.
13. Those who do well on the job stand a fair chance of being promoted
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 15
B. Agree 20
C. Neither agree nor disagree 25
D. Disagree 20
E. Strongly disagree 20
In the question which asked for the satisfaction of the employees rgarding their salary increment,
Nearly 5 percent of people were completely unhappy with their chnaces which they assume for
the salary increase. Almost maximum number of employees feel that they get worst increment in
their salaries as either they are too less frequent or they are too less in amount. However 25
percent of people said that they are getting good and frequent pay increments in their salaries.

31
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
While only 10 percent of people are unhappy with their pay increment, 20 percent of people feel
that they are totally contented with the salaries they get. However 30 percent of them are neutral
in their perception about the salary increment.
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
8. Those who do well on the job stand a fair chance of being
promoted
14.My supervisor shows too little interests in the feelings of surborinates.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 30
B. Agree 10
C. Neither agree nor disagree 15
D. Disagree 20

32
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
E. Strongly disagree 25
For the question that involved showing interest for the feelings of subordinates, nearly 30 percent
of people strongly agreed to the same that the spervisor showed little interest in the feelings of
subordinates. 10 percent of people agreed to the same. 15 percent of people were neutral in their
approach for this. Near about 20 percent of people felt that the supervisor did show interest in the
feelings of subordinates and 25 had the similar feeling that their suprvisor were really intersred
in the emotions and feelings of the employees.
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
My supervisor shows too little interests in the feelings of
surborinates.
15. I like my supervisor.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 10

33
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
B. Agree 20
C. Neither agree nor disagree 35
D. Disagree 15
E. Strongly disagree 20
For the question that involved showing interest for the superior, nearly 10 percent of people
strongly agreed to the same that they liked their supervisor. 20 percent of people agreed to the
same. 35 percent of people were neutral in their approach for this. Near about 15 percent of
people felt that the supervisor did show interest in the feelings of subordinates and 2o had the
similar feeling that their suprvisor were really interested in the emotions and feelings of the
employees.
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
40
15. I like my supervisor.
16. My supervisor is quite competent in doing his or her job.

34
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 15
B. Agree 20
C. Neither agree nor
disagree 25
D. Disagree 20
E. Strongly disagree 20
For the question involving the competency of leadership, nearly 15 percent of the employees in
Mihome Care said that they appreciate the skills of their leaders and they handle their role
properly. 20 percent people said that they agree to the same. However, 25 percent of people had
the perception that neither the leaders were too excellent nor too dull. 20 percent of them
completely disagree with the fact that their leaders were able to handle the adminsitartion
perfectly.

35
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
15. My supervisor is quite competent in doing his or her job.
17. My supervisor is unfair to me.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 30
B. Agree 10
C. Neither agree nor
disagree 15
D. Disagree 20
E. Strongly disagree 25

36
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
For the question that involved showing interest for the feelings of subordinates, nearly 30 percent
of people strongly agreed to the same that the spervisor showed little interest in the feelings of
subordinates. 10 percent of people agreed to the same. 15 percent of people were neutral in their
approach for this. Near about 20 percent of people felt that the supervisor did show interest in the
feelings of subordinates and 25 had the similar feeling that their suprvisor were really intersred
in the emotions and feelings of the employees.
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
15. My supervisor is unfair to me.
18. I enjoy my co-workers.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 15
B. Agree 20

37
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
C. Neither agree nor
disagree 25
D. Disagree 20
E. Strongly disagree 20
The next question in the research questionnaire involved that whether the employees in MI
Home Care enjoyed working with the coworkers. After taking the survey it was identified that
near about 15 percent were strongly agreeing to this fact while 25 percent were neutral in their
views as according to them they simply concentrated over their own work and did not bother
much about their coworkers. 20 percent people did not agree with the same as according to them
the working environment was not according to them because of the impolite and uncooperative
workers and colleagues around them.
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
15. I enjoy my co-workers
19. I like the people I work with.
A. Strongly agree
B. Agree
C. Neither agree nor disagree

38
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
D. Disagree
E. Strongly disagree
A. Strongly agree 15
B. Agree 20
C. Neither agree nor disagree 25
D. Disagree 20
E. Strongly disagree 20
The next question in the research questionnaire involved that whether the employees in MI
Home Care enjoyed working with the coworkers. After taking the survey it was identified that
near about 15 percent were strongly agreeing to this fact while 25 percent were neutral in their
views as according to them they simply concentrated over their own work and did not bother
much about their coworkers. 20 percent people did not agree with the same as according to them
the working environment was not according to them because of the impolite and uncooperative
workers and colleagues around them.
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
15. I like the people I work with.

39
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
20. I find I have to work harder at my job because of the incompetence of people I work with.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 20
B. Agree 30
C. Neither agree nor disagree 40
D. Disagree 10
E. Strongly disagree 0
The next question in the research questionnaire involved that whether the employees in MI
Home Care enjoyed working with the coworkers. After taking the survey it was identified that
near about 20 percent were strongly agreeing to this fact while 40 percent, i.e. maximum
employees were neutral in their views as according to them they simply concentrated over their
own work and did not bother much about their coworkers. 10 percent people did not agree with
the same as according to them the working environment was not according to them because of
the impolite and uncooperative workers and colleagues around them.

40
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree B. Agree C. Neither agree nor
disagree D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
40
45
15. I find I have to work harder at my job because of the
incompetence of people I work with
Section C
21. I am activley searching for an alterntive to leave Mihomecare
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 30
B. Agree 10
C. Neither agree nor disagree 15
D. Disagree 20
E. Strongly disagree 25

41
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
15. I am activley searching for an alterntive to leave
Mihomecare
22. As soon as it is possible I will leave Mihomecare
A. Strongly agree
B. Agree
C. Neither agree nor disgaree
D. Disagree
E. Strongly disagree
A. Strongly agree 25
B. Agree 16
C. Neither agree nor
disagree 17
D. Disagree 32
E. Strongly disagree 10

42
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree B. Agree C. Neither agree nor
disgaree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
15. As soon as it is possible I will leave Mihomecare
23. I think a lot about leaving Mihomecare
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
A. Strongly agree 26
B. Agree 32
C. Neither agree nor disagree 15
D. Disagree 27
E. Strongly disagree 0

43
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
A. Strongly agree B. Agree C. Neither agree nor
disagree
D. Disagree E. Strongly disagree
0
5
10
15
20
25
30
35
15. I think a lot about leaving Mihomecare
Discussion and Implications
Discussion
The theory used in this research study is the Theory of Motivational Hygiene that is known as
the two factor theory. The main goal and objective of the study is to assess the relationship
between factors of hygiene with the intention of leaving the job. On the basis of the analysis
done above, three out of four dimensions of factors of hygiene support the testing of hypothesis
positively and therefore this research depicts that a negative relationship is there between the
hygiene factors as well as the intention for leaving the organization (. The following paragraph
will detail about the results for the objectives as well as the hypothesis of study.
First Objective: To assess the relationship between intention to leave and pay among the
employees in MI homecare. It can be seen with alternative hypothesis that there is a strong
relationship between intention to leave and pay. The outcome in this study depicts that a negative
relationship is there between the intention to leave and pay which is also supported by a

44
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
researcher Schermerhon (2000) who says that having discontentment with pay and salary may
cause the turnover intention. According to Weiner (1993), if an employee is highly dissatisfied
with his pay, he will easily quit the job. Cotton et al (1993) says that employees of an
organization who are contended with the overall job like coworkers, supervision, nature of work
and pay may not think to leave his company. Another similar research conducted by Oakley,
weber, Jang, Scanlon, Crews and Salmon (1999) where all of them identified a correlation
between intention of employees to leave and their pay. As per Young and Vilias (2000), a
research which is conducted by Alberta Association center for Rehabilitation in the year 1998
identified that a possible reason for the intention of turnover involves low wages of employees
which 27 percent of the total accounts to turnover. Additionally Young and Valias detail
about the recent study which is conducted by Larkin and Larson (1999) who found that nearly 48
percent of turnover in the private facilities as well as 13 percent in the publicly executed group
home includes significant and consisted factor which relates to the starting remuneration.
Objective Two: In order to assess the relationship of intention to leave and working condition, it
was identified that there is a good relationship between intention to leave and the working
condition. The given factor proves to have a significant impact over the internal environment of
MI Home care. The exterior design of place does have a positive influence over the satisfaction
of job. Since the job responsibility in MI Homecare is highly physically and mentally
demanding, the workplace condition may affect the momentum of the workers (Halbesleben, et
al., 2008). Feldman and Arnold (1996), debate over the factors like resources, working hours,
noise, hygiene, ventilation, lighting and temperatures. As per the theory of Locke’s value, it
states that if high value is placed over the specific factor, a very strong feeling for dissatisfaction
may occur. The theory of Locke is thus multifaceted as well as highly particular for every

45
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
individual. As per the discussion, it can be observed that the working conditions owns a
significant link with the satisfaction of job. The MI Home care management will be totally
dependent on the better and improved conditions of working for increasing the employee loyalty
and satisfaction for job and all the employees who are satisfied may help in increasing the
performance of organization along with avoiding the turnover of employees (House, et al.,
1967).
Objective Three: In order to assess the relationship between intention of employees to leave and
supervision among the employees of MI Home care it is found that both are positively related.
This contradicts with the earlier research done by Tuttle and Cotton (1986), which indicates that
all the supervision is related negatively to the intention to leave however which is not the case
with supervision. A research done on CPA (accounting firm) identified that intention of the
employees to leave and supervision is negatively related to each other. MI Home care is
operating under tough procedures and rules, which means that no flexibility or compromise is
there in supervising the employees of MI Home Care by the supervisors while performing their
jobs. Although supervision is done rigorously, on the basis of this finding, no issues are there
between the personnel of MI Homecare and supervisor/superior regarding the relationship
related to supervision (Locke, 1969). The given situation may lead to the employees to own a
positive relationship and attitude for the leaders, even if they are supervised strictly at the
workplace.
Objective Four: The coworkers and intention of the employees to leave are negatively related to
each other. Therefore, it is consistent with alternative hypothesis drawn in this study between the
intention of the workers and coworkers. And therefore it is similar with previous studies like
Masdiia (2009) and Cotton and Turtle (1986). Also, this research as well as supported by the

46
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
earlier research done by Boudreau and Malkovich (1997) where it has been identified that the
intention of the employees to leave is highly impacted by the activity of human resource .
Significant factors which influence the intention of employees to leave
The findings show that amongst all the factors, Coworker is the dominant dimension which
highly impacts the intention of the employees to leave the organization like MI home care. The
relationship in the coworkers perform various functions like influence, control, social support,
information exchange and mentoring (Loi, et al., 2006). Normally the employees spent a lot of
time with the coworkers as compared to anyone else in the work. Additionally a lot of time is
taken by the employees for interacting with coworkers which is compared with the time spent
with friends and family outside the office hours (Lundberg, et al., 2009). Therefore, if anyone
has an issue with a coworker, a possibility is there that it may affect the work and resultantly he
owns the intention of leaving the company. With respect to the same, the top managerial
personnel should take the precautionary steps to forecast any subsequent issue because of
occurrence of hostility in the MI Home care personnel. It can also enable the MI Home care
management department for retention of employees because the matter of the employee turnover
can bring some issues in terms of the cost for recruiting new workers as well as the smooth
operations of the department (MacIntosh, et al., 2010).
Conclusion
The dimensions of hygiene factors of two factor theory for motivation can be useful because it
can forecast turnover intention of personnel of MI Home Care as per this research it has been
identified that all the three factors relative to the hygiene factors are negatively associated to the
intention of turnover of MI Home Care. The management must closely look at all these factors

47
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
and give the priority regarding actions for lowering the phenomenon to leave the department of
all the employees of MI Home care (Maddox, 1981). The coworkers may be considered as a
dominant factor for the occurrence of the intention of leaving and t can give defined guidelines to
management for establishment of the climate required for working which is completely free from
any harmful or dysfunctional conflict that may adversely affect the department in MI Home care.
Moreover, the process of selecting and recruiting the employees involve that only the qualified
and intelligent personnel must be offered the opportunity. The department may also further
conduct the research for specifying the components which may contribute in satisfying the
workers. For the supervision factor that is identified to have low relationship and association
with intention of employees to leave, this management must not maintain the favorable indictor
and also strengthen it for making it beneficial to the personnel of MI Homecare (Maidani, 1991).
It will help the personnel of MI Home care to stay in the organization and may also increase the
motivational level. It is in parallel with research findings where they have identified that the
good and proper supervision are known to be top factors of work which influence the employee
motivation of employees in public companies (Stello, 2011).
Recommendation for Future Research
The future research can involve other variables like commitment of the MI Home care to predict
the intention of the employees to leave. The commitment of organization must forecast
accurately the turnover instead of the job satisfaction and also supports the recommendation.
Additionally the future research may put the emphasis over procedures of human resource like
procedure of selection and recruitment. The study related to the hygiene factors can also be
conducted over the correctional centers like rehabilitation center for the juvenile delinquency and
drug addicts. Moreover, the future researcher must also select the organizations having high rate

48
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
of turnover like near to 40 percent as a focus of study as the outcomes can be useful to the
organization.
References
Acker, G. M. (2004). The effect of organizational conditions (role conflict, role ambiguity,
opportunities for professional development, and social support) on job satisfaction and intention
to leave among social workers in mental health care. Community mental health journal, 40(1),
65-73.
Alshmemri, M., Shahwan-Akl, L., & Maude, P. (2017). Herzberg’s Two-Factor Theory. Life
Science Journal, 14(5).
Dartey-Baah, K., & Amoako, G. K. (2011). Application of Frederick Herzberg's Two-Factor
theory in assessing and understanding employee motivation at work: a Ghanaian
Perspective. European Journal of Business and Management, 3(9), 1-8.
DeShields Jr, O. W., Kara, A., & Kaynak, E. (2005). Determinants of business student
satisfaction and retention in higher education: applying Herzberg's two-factor
theory. International journal of educational management, 19(2), 128-139.
Halbesleben, J. R., & Wheeler, A. R. (2008). The relative roles of engagement and
embeddedness in predicting job performance and intention to leave. Work & Stress, 22(3), 242-
256.
House, R. J., & Wigdor, L. A. (1967). Herzberg's dual‐factor theory of job satisfaction and
motivation: A review of the evidence and a criticism. Personnel psychology, 20(4), 369-390.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Locke, E. A. (1969). What is job satisfaction?. Organizational behavior and human
performance, 4(4), 309-336.
Loi, R., Hang‐Yue, N., & Foley, S. (2006). Linking employees' justice perceptions to
organizational commitment and intention to leave: The mediating role of perceived
organizational support. Journal of Occupational and Organizational Psychology, 79(1), 101-
120.
Lundberg, C., Gudmundson, A., & Andersson, T. D. (2009). Herzberg's Two-Factor Theory of
work motivation tested empirically on seasonal workers in hospitality and tourism. Tourism
management, 30(6), 890-899.
MacIntosh, E. W., & Doherty, A. (2010). The influence of organizational culture on job
satisfaction and intention to leave. Sport Management Review, 13(2), 106-117.
Maddox, R. N. (1981). Two-factor theory and consumer satisfaction: Replication and
extension. Journal of consumer research, 8(1), 97-102.
Maidani, E. A. (1991). Comparative study of Herzberg's two-factor theory of job satisfaction
among public and private sectors. Public personnel management, 20(4), 441-448.
Stello, C. M. (2011). Herzberg’s two-factor theory of job satisfaction: An integrative literature
review. In Unpublished paper presented at The 2011 Student Research Conference: Exploring
Opportunities in Research, Policy, and Practice, University of Minnesota Department of
Organizational Leadership, Policy and Development, Minneapolis, MN.
Utley, D. R., Westbrook, J., & Turner, S. (1997). The relationship between Herzberg's two-factor
theory and quality improvement implementation. Engineering Management Journal, 9(3), 5-14.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Zhang, P., Small, R. V., Von Dran, G. M., & Barcellos, S. (2000, January). A two factor theory
for website design. In System Sciences, 2000. Proceedings of the 33rd Annual Hawaii
International Conference on (pp. 10-pp). IEEE.

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IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
Appendix:
Questionnaire
1. What is your gender
a. Male
b. Female
2. What is your age
a. 18-25
b. 25-35
c. 35-45
d. 45-55
3. Ethnicity
a. White
b. Black and Carribean African 18
c. Asian
d. Other
4. Marital Status
a. Married
b. Single
c. Divorced
d. Other
5. What is your in role at Mihomecare
a. Careworker

52
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
b. Branch Manager
c. Field Care Supervisor
d. Recruiter
e. Finance Admin
6. I feel I am being paid a fair amount for the work I do
F) Strongly agree
G) Agree
H) Neither agree nor disagree
I) Disagree
J) Strongly disagree
7. Raises are too few and far between their pay increment.
F. Strongly agree
G. Agree
H. Neither agree nor disagree
I. Disagree
J. Strongly disagree
8. I feel unappreciated by the organisation when I think about what they pay me.
F. Strongly agree
G. Agree
H. Neither agree nor disagree
I. Disagree
J. Strongly disagree
9. I feel satisfied with my chances for salary increases

53
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
10. People get ahead here as fast as they do in other places
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
11. I am satisfied with my chances for promotion
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
12. There is really too little chance for promotion in my job.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

54
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
13. Those who do well on the job stand a fair chance of being promoted
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
14. My supervisor shows too little interests in the feelings of surborinates.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
15. I like my supervisor.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree
16. My supervisor is quite competent in doing his or her job.
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree

55
IMPACT OF HYGIENE FACTORS ON INTENTION TO LEAVE
e) Strongly disagree
17. My supervisor is unfair to me.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
18. I enjoy my co-workers.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree
19. I like the people I work with.
A. Strongly agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly disagree