Some other researchers (e.g., Friedlander, (1964) refers to motivation as, “the amount of effort people are willing to put in their work depends on the degree to which they feel their motivational needs will be satisfied. On the other hand, individuals become de-motivated if they feel something in the organisation prevents them from attaining good outcomes (Friedlander 1964).
It can be observed from the above definitions that, motivation in general, is more or less
basically concern with factors or events that moves, leads, and drives certain human action or inaction over a given period of time given the prevailing conditions. Further more the definitions suggest that there need to be an” invisible force” to push people to do something in return. It could also be deduced from the definition that having a motivated work force or an environment in which high levels of motivation are maintained remains a challenge for today’s management. This challenge may emanate from the simple fact that motivation is not a fixed trait –as it could change with changes in personal, psychological, financial or social factors.
1.1 Maslow's Hierarchy of Need
Maslow's hierarchy of needs is a five-level hierarchical need theory of motivation that specifies that the lowest-level unsatisfied need has the greatest motivating potential (Greenberg & Baron 2003):. The needs include:
According to Maslow, the lowest-level unsatisfied need category has the greatest motivating potential. When needs at a particular level of the hierarchy are satisfied, the individual turns his or her attention to the next higher level. A satisfied need is no longer an effective motivator. Self-actualization needs, however, become stronger as they are gratified (Greenberg and Baron 2000).
At Wheelworks, to satisfy employee's needs following Maslow's doctrine, the Male Speaker does all personnel selection on personnel encouragement. At the same time lot of