Organizations and their managers are understandably concerned about motivation. Motivated employees are happy, productive and loyal, and that's what companies want. Although motivating employees can be challenging, a number of theories about motivation at work can be used as a basis for creating practices, procedures and processes to affect employee motivation.

1. MASLOWS NEED-HIERARCHY THEORY According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Maslow described human needs in the form of hierarchy ascending from the lowest to the highest need. The provision of these needs changes people's behavior or employee's behaviour in working towards achieving organizational objectives. He pointed out that when a need or set of needs is satisfied, it can no longer motivate someone. • Physiological needs: this has to do with human needs food water and emotional satisfaction for sustaining human life. Satisfaction with these basic needs enables the individual to survive and the employee's behaviour is directed at satisfying the needs on the next level.

Safety needs: these are needs for freedom from fear, threat or danger. They are also need from job security in workplace. Social needs: These are concerned with establishing and maintaining relationship with others. These represent the need for love friendship affection or to belong to a group and being accepted by one's peers.

Esteem needs: this refers to the need for self-respect, self-confidence, recognition and respect from others Self-Actualization: these are the highest order needs which refers to the desire for self- fulfillment of potentials and personal goals both in work area and life in general. Basic assumptions Of hierarchy: individuals have multiple needs • needs are ordered into levels, creating a 'hierarchy' a need, once satisfied, is no longer a need To be of use, Maslow's basic theory needs qualification to include the individual as a detennining factor in motivation and behaviour. These include: Levels in the hierarchy are not rigidly fixed; boundaries between them are indistinct and overlap.

There are individual exceptions to the general ranking of the hierarchy. Some people never progress beyond the first or second level (for example, many inhabitants of the third world), others are so obsessed with the higher needs that lower ones may go largely unnoticed. Variables apart from individual needs may motivate e.g., social standards and a sense of duty. An act is seldom motivated by a single need; any act is more likely to be caused by several needs. The same need will not give rise to the same response in all individuals. Substitute goals may take the place of a need that is blocked.

2. HERZBERG'S TWO- FACTOR THEORY Herzberg's work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. One set of factors are those which, if absent, cause dissatisfaction. These factors are related to job context. They are concerned With job environment and are extrinsic to the job itself. They are called 'hygiene' factors and include such elements as: company policies and administration supervision working conditions interpersonal relations money, status and security

The other set of factors are those which, if present, serve to motivate the individual to superior effort and performance. These factors are related to the job content of work. They are 'motivators' or growth factors. Motivation factors include: achievement increased responsibility challenging work recognition for