The Two-Factor Theory was developed by Frederick Herzberg to determine employee mindsets and level of performance. He believed that the performances of employees are directly related to job satisfaction and job dissatisfaction. These two are normally mistaken to be opposites of each other, but this is incorrect. The opposite of job satisfaction is to have no satisfaction and the opposite of dissatisfaction is to have no satisfaction. These two factors should be addressed separately to properly incorporate Herzberg’s Two Factor Theory. Herzberg’s Theory is split into two parts, Motivators and Hygiene Factors. Motivators within this practice that can lead to job satisfaction are creating more responsibility and providing performance recognition. Increasing a salary will not guarantee job satisfaction. In this situation, giving the employee more responsibility in profits collected within the practice due to their performance will help. Providing incentives for attaining more business will provide recognition of the employees’ hard work and will give them more responsibility in making sure appointment are being met and cancellations are being filled. Once this has been addressed, Hygiene factors need to be concentrated on to minimize job dissatisfaction would be salary and knowledge business expenses, principles behind profits and how their performance can directly effect the practices overall profitability. Educating the employees is crucial to maintaining zero employee turnover and increasing staff morale. A profit sharing plan is a recommendation to provide employees with incentives and motivation in the workplace. The two full-time Hygienists should receive a monthly incentive of billable collections received within the two. Incorporating this plan within the practice for the two full time hygienists should be a smooth transition. The system easily identifies which provider is providing the service, properly dispersing incentives by provider. The recommended incentive percentage for the hygienist would be two percent for each, but will differ in appointment per provider. This will allow room to possibly increase over the years, especially when highest salary within the job position is attained The full time assistant, two part time receptionists and one part time assistant will receive a yearly incentive based on gross collections received from Dr. Perry’s billable collections. Factors that will determine the yearly depend on whether the employee is full time or part time and position attained. The recommendation in percentage of gross profits should be one percent. Within this one percent of gross profits attained by provider the full time assistant will receive forty percent of the one percent. The two full time receptionist will each receive twenty percent, which is a sum of forty percent. The part time assistant will receive a small percentage of ten percent of the gross profit because of experience, and amount of hours. This profit sharing plan will incorporate Herzberg’s Two-Factor Theory. Job satisfaction will increase because more responsibility in profiting in the practice as a whole. The staff will work as a team to ensure appointments are made and cancellations are being filled for all providers. Communication between all is important and crucial. Hygienist will be more attentive of their scheduling and will have to work closely with the receptionists. Receptionist will want to fill more cancellations because they will want to increase overall profit from billable collections. The assistants will make sure to provide quality bedside manner and ensure that the practice has a good reputation. This will allow the practice to continue to grow, which will bring in more business and will increase their yearly incentives.

References
Cummings, P. W. (1975). Does Herzberg's theory really work?. Management Review, 64(2), 35.

Wall, T. D., & Stephenson, G. M. (1970). Herzberg's two-factor theory of job attitudes: a critical evaluation and some fresh evidence. Industrial Relations Journal, 1(3),