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idual's and for the purpose of this study, employees are motivated to satisfy a number of diverse needs. According to Maslow until the most vital needs are fulfilled, other needs have little effect on the employee's behaviour. Once a need is satisfied, and therefore less essential, other needs emerge and become motivators of their behaviour (Porter et al, 2003).

At the base of the hierarchy is the physiological needs; food, clothes etc.These are considered primary needs as employees concentrate on satisfying these needs before the others. Physiological needs according to Maslow are undeniably the most pressing of all needs. Once this need is fulfilled, the next level surfaces with the employee becoming anxious with the need for safety and security both at home and at the workplace.

Likewise, once the safety need too is satisfied, the employee strives for a sense of membership or an affiliation and a feeling of approval by others. Once the employee finds his/her place in a group or team, the need and longing to be held in esteem, recognised and respect crops up. Maslow asserts that with all these needs satisfied, employees are then motivated by the desire to ‘self-actualise' and accomplish whatever they identify as their utmost potential. (Ramlall, 2004)

Herzberg's Two-Factor theory

According to Herzberg an individual's relation and attitude towards work can determine success or failure. While Maslow looked at individual needs, Herzberg tried to find out how employees felt about their work and what really motivates them. In 1959 he created his two-factor theory by looking at the causes of job satisfaction and dissatisfaction in an effort to fully know what motivate people. He divided the needs into two categories; hygiene factors which relate to the needs that involve the framework of the task they performed and if these needs are not fulfilled there will be dissatisfaction on the part of employees. In essence if you want to motivate employees, concern should be given to the work itself (Ramlall, 2004).

Herzberg's hygiene factors can be linked to Maslow's hierarchy of needs and primarily the vital needs at the base of the hierarchy. The hygiene needs accommodate the need that arises from the physiological, safety and social or belongingness needs that do not make the employees satisfied in their job, but simply avoid dissatisfaction if fulfilled. In contrast motivator factors are those that allow for psychological growth and progress on the job. They are very much connected to the idea of self-actualisation regarding a challenge, to savour the satisfaction of achievement, and to be acknowledged as having done something meaningful (Basset- Jones and Lloyd, 2005).

Herzberg further stated that certain characteristics are related to job satisfaction and others to job dissatisfaction. Intrinsic factors, such as achievement, advancement, recognition, responsibility are related to job satisfaction. Job dissatisfaction is a result of extrinsic factors; company policies, supervision, working condition etc. He assert that a job do not get satisfying by removing dissatisfying factors and therefore dissatisfaction is not the reverse of fulfilment. In order to understand the employee's motivation to work the attitudes of the particular employee has to be known (Herzberg, 2003).

To Bassett-Jones & Lloyd (2005) Herzberg was interested in the ext