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t have regular communication and ask employees what sparks and sustains their desire to work (Herzberg, 2003).

Most managers assume that their employees have the same motivational drivers as them, but managers must abandon this assumption and focus on the recognition of individual drivers. Findings from a forty year survey demonstrate that employees are motivated by receiving feedback and recognition and those individuals at different levels of the organisation might have different motivational values (Wiley, 1997). Managers have to understand what motivate their employees in order to receive high performance at the organisation.

2.3 Motivation

Motivation is the formation of incentives, and working atmosphere which allow individuals to carry out their duties to the top of their capability in pursuit of organisational success. It is commonly viewed as the magic drives that allow managers to get employees to realize their targets. Since the dawn of the twentieth century, there has been a shift at least in theory. Since the early 1900's several theories have been advanced which have offered insight into the concept of motivation (Strickler, 2006).

The hierarch of needs espoused by Abraham Maslow sheds lights on individual behaviour pattern. Other significant studies have been carried out by Frederick Herzberg, who considered job fulfilment, Douglas McGregor's X and Y theory, which suggest management styles that motivate and de-motivate employees' etc. Underpinning Herzberg's theory was his attempt to bring more humanity and caring into the workplace.

His theory was to explain how to manage people properly, and to motivate them for the good of all people at work. Many contemporary authors have come up with several definitions for the concept of motivation. Motivation has been defined as the emotional progression that gives behaviour reason and course (Kreitner, 1995), the inner drives to fulfil unsatisfied need (Higgins, 1994), and the determination to realize (Bedeian, 1993). In dissertation, motivation is defined as the central energy that derive individual to accomplish personal and organisational goals (Mullins, 2007).

Motivation can have an impact on the productivity of any company or organisation. Organisations and companies relies heavily on the efficiency of it production personnel to ensure that goods are produced in numbers that meet up customer's order. If these workforce not have the motivation to create and perform to the best of their ability and meet the demand of customers, then an organisation may face a problem which may lead to serious consequences.

2.3.1 Internal and External Motivation

Motivation according to Kehr (2004) can be either internal or external, it can be viewed as push or pull determinants. Implicit motives are factors intrinsic to the activity and explicit motives arise from factors extrinsic to the activity. Intrinsic motivation is the key motivation component of employee empowerment and individuals are responsible for achieving their own career success. It is based on positively valued experiences that a person receives directly from their work tasks such as meaningfulness, competence, choice and progress. Bymes (2006) explain that external motivators depend on outside factors to push the individual to complete a task. Kehr (2004) adds that explicit motives are influenced by social deman