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oyee comes from the notion that if he/she shows off good work result there will be adequate reward. Low instrumentality would then be that the employee feels that the result of the reward will not be independent on the particular work result.

Writing in People Management Magazine, Lees (2008) believes that Vroom's theory give an insight into the research of employee motivation by shedding more lights on how individual goals sway individual performance. Vroom's expectancy theory has been criticised for attempting to envisage a choice or effort. However because no obvious pattern of the meaning of effort exist, the variable cannot be measured effectively. According to Latham (2007), the employee is assumed to deliberately weigh up the satisfaction or pain that he/she expects to attain or avoid and then a selection is made. The theory says nothing about intuitive motivation, something that Locke considered when he expanded Vroom's theory.

Alderfer's ERG Theory

Unlike Maslow's theory that refers to an individual who acts increasingly for his/her need satisfaction first, with the simplest one up to the most complex ones, Clayton Alderfer's theory (1972) which extended Maslow's theory asserts that this course of action is not essentially progressive. According to him, there are three significant categories of human needs:

Existence (E) needs which ensures the sustainability and human endurance; food, Salary, shelter etc

Relational needs (R) that is socialising need that refers to the relationship between an individual and the social setting and is satisfied by interpersonal relations. Fulfilling these needs depends on the association with others.

Growth (G) needs which consists of a person's self respect through personal feature as well as the concept of self-actualisation present in Maslow's hierarchy of needs.Alderfer believed that as you begin satisfying superior needs, they become powerful like the power you get, the more you want (Mullins 2007) .

Although not fully tested, Ramlall (2004) and Strickler (2006) contend that the ERG theory seems to describe the dynamics of individual needs in an organisation rationally well and can help managers when it comes to motivating employees. To them it provides a less rigid account of employees needs than Maslow's hierarchy. By and large, it comes closest to explaining why employees have certain needs at diverse times.

Goal Setting Theory

Edwin Locke extended Vroom's theory by developing his goal setting theory which takes into consideration the conscious motives that exist when organisations set goals to be met. According to Robbins (2003) Locke's goal setting theory states that specific and difficult goals lead to higher performance with the help of feedback. In addition to feedback, goal commitment, and adequate self -efficacy, task characteristics and national culture have been found to influence the goal - performance relationship.

Motivation comes from the goal an individual set up based on human needs, personal values, personality traits etc which are shaped through socialization and experience. The behaviour used to accomplish the goal depends on whether the goal is difficult or specific. The amount of effort an individual puts in reflects the level of satisfaction experienced which can lead to other actions (Porter et al, 2003). In order to re