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Review of the literature indicates identifying employee motivation is considered essential to understanding why an individual chooses one job

over another. Why does one employee work hard to complete a task and a co-worker feels no obligation to do the same; and, why does an employee continue to come to work when they have little or no desire to do the job? The questions of what motivates employees is of more importance today than ever before. Workforce moral is low due to downsizing and job instability, and there is no longer layers of management to supervise employees and keep them productive (McNerney 1996).

Maslow (1943) proposed that all individuals have a basic set of needs that need to be fulfilled over the course of a lifetime. Herzberg advocates separating the hygiene factors with their negative connotation from the positive factors considered inherent to the job: recognition, achievement, responsibility, and growth or advancement. The intent is to focus on the higher level needs rather than the negative result and use this as a basis for job enrichment and motivation.

The findings of these researchers state that monetary rewards may not have an effect on the intrinsic motivation of individuals who are already highly intrinsically motivated (Fisher, 1978; Amold, 1976). One strategy for reaching higher goals and development is motivation. Employees who are motivated produce a higher quality of work and effectiveness which means that motivation is a key factor for progress within an organization or business. A profound knowledge of motivation and its meaning is therefore essential for success and development (Par 2001, De Cenzo 1996).

Motivation has been defined as: the psychological process that gives behavior purpose and direction (Kreitner, 1995); a tendency to behave in a purposive method to achieve specific, unmet desires (Buford, Bedeian, & Lindner, 1995); an inner force to gratify an unsatisfied need (Higgins, 1994); and the will to accomplish (Bedeian, 1993).

Motivation can be defined as a series of energizing forces that originate both with and beyond an individuals self. These forces determine the persons behavior and therefore, influence his/her productivity (Jackson, 1995). According to Deeprose (1994), effective reward system enhances employee motivation and increases employee productivity all of which contribute to improved organizational performance. Frederick Taylor proposed the theory that money can be used as a management tool to motivate workers in an industrial setting (Bateman & Snell, 2004).

Luthans (1998) reported that consumable rewards, such as coffee break treats, free or subsidised lunches, company picnics, dinners for employees families paid for by the firm, and afterwork cheese and wine parties, are often used by firms to motivate their employees. Dee prose (1994, p. 26) posts the view that effective reward management can help an organization to achieve its business objectives by attracting and retaining competent people.

Rutherford (1990) reported that motivation makes an organization more effective because motivated employees are always looking for better ways to do a job, so it is important for management to understand how organizations influence the motivation of their individual employees.

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