In all enterprises whether private or state owned, motivation plays a key role in driving employees towards achieving their goals, organizational goals and to a certain extent the dreams of their nations. There are many theories of motivation, and they mostly give a relation or influence the outcomes of employee job satisfaction. There are three main theory categories, namely content theories, process theories and contemporary theories (Saif, Nawaz, Jan & Khan, 2012). Generally speaking, these theories include Maslow’s hierarchy of needs, Herzberg’s motivator-hygiene (or two-factor) theory, Alderfer’s Existence, Relatedness and Growth theory, and McClelland’s needs theory. How motivation comes about and how it leads to satisfaction is explained by process theories; theories that fall into this category include Porter-Lawler’s model and expectancy theory by Vroom. Contemporary theories of motivation incorporate equity, control and agency theory, as well as goal setting, reinforcement, and job design theory. The theories of motivation maybe categorized according to their definitions and purpose but critical analysis reveal that they are all linked, they lead to serving satisfaction in employees. The use of both content and process theories must be PUT into practice to motivate employees effectively. In extrinsic motivation, the factors (hygiene’s) that satisfy lower-level needs are different from those (motivators) that satisfy or partially satisfy higher–level needs. If hygiene factors (factors outside the job itself, such as working conditions, salary and incentive pay) are inadequate, employees become dissatisfied. Instead of relying on hygiene’s, the manager interested in creating a self-motivated workforce should emphasize job content or motivation factors. Managers do this by enriching worker’s jobs so that the jobs are more challenging and by providing feedback and recognition (Dessler, Barkhuizen, Bezuidenhout, Braine and Plessis, 2011, p433). Rewards as the main factor of motivation can also encourage retention within the organization, and the broader employment relationship and social exchange are significant. Motivation’s whole idea is to provide employees with sureties of job security, nice working condition, loyalty and belonging to the enterprise, as well as the workforce given some challenges.

2. Motivation

Locke (as cited by Saari and Judge, 2004, p396) defined motivation as “a pleasurable or positive emotional state resulting from the appraisal of one’s job experiences”. This definition draws attention to two aspects, in particular, namely the emotional attachment an employee has to their job, and the deliberate review of an employee’s WORK by the employer. According to David and Anderzej (2010), motivation can be understood as cognitive decision making in which the intension is to make the behavior that is aimed at achieving a certain goal through initiation and MONITORING. At work places, reviews are done using APPRAISALS and appraisals at work have predetermined STANDARDS, and their outcome may provoke an emotional reaction in the employee, and this reaction will determine how satisfied or dissatisfied an employee is. Good marks in reviews may reflect that an employee is satisfied and bad marks may reflect the opposite. In every employee, motivation maybe because outside factors (extrinsic) such as rewards or within an individual (intrinsic), desire to do better.






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