Maslow introduced the theory on job satisfaction and motivation. In previous education courses at Benedictine University, Maslow was studied in detail as the cornerstone for motivating high school children. His theory is based on a hierarchy of five needs: physiological, safety, social, achievement/esteem and self-realization. Individual needs are satisfied by the importance placed on various needs and the amount of importance the person places on them. I believe any discussion of motivation should begin with Herzberg's dual factor theory of job satisfaction. Herzberg takes Maslow's theory one step further. According to Herzberg, people are influenced by two sets of factors, Motivators and Hygiene. Hygiene factors include aspects such as pay and benefits, company policy, safety, working conditions, supervision, status and relationships. Motivating factors include success, recognition, responsibility, growth, and the work itself. Hygiene factors are associated with Type X leadership while motivating factors are seen as Type Y leadership. Hygiene factors are not the source of satisfaction, but these issues must be addressed first to create an environment where satisfaction is possible and personal motivation. Hygiene factors can prevent dissatisfaction but, if used improperly, can cause negative feelings. They are factors that describe working conditions rather than the work itself. In short, people are dissatisfied by a bad environment, but a good one rarely satisfies them. On the other hand, preventing dissatisfaction is just as important as encouraging satisfaction in motivators. Herzberg says if you want to motivate people, you have to worry about work… middle of paper… Ships travel all over the world and as a repair coordinator; I will be required to work with people all over the world. Different cultures will also provide a greater variety of tasks. I am amazed at the accuracy of my MPS and hope it helps me find a better situation. I believe that all these theories are useful in analyzing employee motivation. The only problem I still have is the one every manager deals with. The manager must have foresight and accurate perception of each situation to be an effective motivator and take the correct actions. Many leaders struggle with this and don't even realize it. I guess the word I'm looking for is awareness. If a leader is not aware of the climate, people and general perception of employees, he will not know which application to use and, consequently, will be an ineffective motivator.