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Two-Factor Theory draw attention to the pursuit of each individual towards needs gratification and striving toward self-actualisation, growth, affiliation and recognition. According to Kuvaas (2006: 508) intrinsic motivation, 'is the motivation to perform an activity for itself, in order to experience the pleasure and satisfaction inherent in the activity'. Furthermore, the Theory of Activity (Kuvaas, 2006) and the Job Characteristics Theory (Houkes, Janssen, de Jonge, & Bakker, 2003), both highlight the positive correlation between work motivation and individual performance and work efficacy. Kuvaas (2006) further reports on the negative correlation between intrinsic motivation and turnover intensions. This researcher examples this finding saying that employees who find themselves engaged in a meaningful, challenging and interesting job receive enjoyment and are, as a result, less likely to seek employment elsewhere, or be enticed by the offers of extrinsic reward from other organisations.

Kuvaas (2006) identifies a number of ways that intrinsic motivation can be enhanced. Firstly, by communicating the vision and goals of the organisation to the employees, they gain a positive sense of the behaviour associated with the work, through the experience of the work being meaningful. This highlights the significance of meaning and a belief in the work being done in determining motivation and work efficacy. The Self-Determination theory, as outlined by Kuvaas (2006) shows that intrinsic motivation is further enhanced by receiving feedback on work done, as this increases the employees sense of responsibility. Feedback on performance may give the employee an appreciation of their competence, highlighting the importance of a job being challenging and interesting. Also, feedback on the outcome of their work motivates the employee toward an appreciated goal.

The process approach, unlike the content approach, focuses on external rather than international processes (BMGT, 1998). The Equity Theory for example describes how an individual is motivated based on how fair or unfair he perceives his or her environment to be. Should the employee feel that he or she is underpaid for the job being performed (in comparison to a colleague) that person would then attempt to achieve a balance by either securing a pay rise, or by reducing the amount of work done. Extrinsic motivation can be enhanced by employers by use of rewards such as payment, promotion or praise.

2.2 Satisfaction

Job satisfaction describes how happy a person is with his or her job. Lent and Brown (2006: 236) provide the following definition of job satisfaction as being 'a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences'. While Luthans (1998) outlines a three dimensional approach to understanding job satisfaction:

Job satisfaction is affective in that it involves an emotional response.
Job satisfaction is rooted in having desired needs and expectations met. Whether or not an employees needs are being met has a direct impact on an employee's attitude to their job.
Job satisfaction is the result of a collection of related job domains including pay, promotion, and work colleagues.
As with motivation, job satisfaction has received a great deal of attention in recent years, with a number of emerging models (some of which overlap with motivation) inc