Let’s start with a definition. Literature review includes many definitions. Ramlall (2004) said that most people agree motivation requires an objective, a desire for action, and the ability to take action.
The literature survey identified two motivational theories as key: Herzberg’s Motivation-Hygiene Theorie and Maslow’s Hierarchy Of Needs. Also included in the lit review were articles that discussed both theories’ applications. Herzberg’s Motivation-Hygiene Theory emphasizes positive motivations.
Herzberg’s theory of the two factors highlights that job satisfaction is affected by two different things. If hygiene factors are missing, they can create dissatisfaction in the workplace. However, if present, employees will not be motivated. When motivational factors are present they increase employee satisfaction, but not when absent (Herzberg). Working conditions, salary levels, job security, management policies, and supervision are the hygiene factors. Motivators include recognition, achievement, growth, and responsibility. It is clear that external factors like salary or company policies do not contribute to motivation or satisfaction. However, intrinsic factors such as growth and recognition can. This theory further claims that motivators are not realised if hygiene factors such as salary or company policy are not met.
This can be linked to Maslow’s Hierarchy of Needs. In fact, if a person’s first need is not met, then the next level in the hierarchy pyramid will not provide immediate motivation or value (Maslow).
In order to keep employees motivated and comfortable, Herzberg’s Two Factor Theory and Maslow’s Hierarchy of Needs can be used to show that management should have both motivational and hygiene factors at work. In an article titled “Recruiting And Retaining The Technical Personnel At A Contractor-Operated Federal Site”, Herzberg’s theory is supported. It states that when hygiene factors and motivators are lacking, people leave. If hygiene factors are missing or inadequate motivators, employees will change jobs (Tamosaitis and Schwenker 2002).
In “One more Time: How to Motivate employees”, Herzberg’s motivator hygiene theory of job attitude is discussed. It has, according to the paper, been replicated nineteen times since Herzberg’s initial study. It was replicated in different countries and occupational groups. Teachers were also included in the group of occupational groups. The replicated research separated the satisfiers into two groups: the motivators and the hygiene. The results confirmed Herzberg’s theory of two factors. The paper offers management suggestions for improving the motivators or satisfiers through job enrichment.
McClelland, another influential author of motivational theories, is McClelland. McClelland claims that three different types of motivation are the need to achieve success, the need to be powerful, and the need to belong. All people are capable of all three. However, their motivation will vary depending on their experience and environment (Ramlall 2004). This implies that people have different motivations and will respond differently to different motivators.
Human Resources should also take into consideration the person’s needs for a specific job. Ramlall (2004) suggested that top managers need power but have low needs for affiliation. Entrepreneurs, on the other hand, tend to need a lot of accomplishment.
Icek AJzen attempts in his paper to clarify behavioral control within the Theory of Planned Behavior. The Theory of Planned Behavior was developed from the Theory of Reasoned Action by Ajzen (2002). This theory asserts that one can predict most behaviors based solely on their intentions. The theory Planned Behavior introduced the concept of behavioural control to encompass situations in which people don’t have complete control. It is believed that people will be more likely to take action if it feels easy or accessible.
This is based on the intention of performing the action (Ajzen 2002). This indicates that potential candidates will apply more often if it is made easier to do so. The applicants know they can control the skills that are required, but the requirements may be beyond their control. The author gives an example about a candidate for a particular job who was aware that she had no control over the situation. The applicant did everything possible to be considered for the job, including sending her CV, certificates of employment, etc. You will feel disappointed if you are hired over someone more qualified.
The actions that are required depend not only on what the candidate does, but on what the HR manager and hiring person do. In this way, the goal of getting a new job and the actions to obtain it are considered behaviors (Ajzen, 2002).
Employer branding, or employer branding as it is also known, is another concept important to this thesis. Employer Branding is what a business is and provides as an employee. It is designed to motivate and inspire employees. (Backhaus & Tikoo, 2004).
In HR, employer brand and branding are used. They described employer brand images from two perspectives: the employee’s (internal branding image) and the outsider’s (external employer branding). The external image of the employer is called the employer brand, while the internal view of the organization is called the identity. Employer image management is another name for the concept of external employer brand (Lievens & Slaughter).
In “Conceptualizing & research employer branding”, three steps are explained in the employer branding process. The first is to build a proposition of value, the second is to distribute it to the employees targeted, and the third is to develop internal branding. This is a group that is committed towards the company’s goals and values (Backhaus & Tikoo).
Employer branding has different effects. Literature has shown that adding value to the employer brand increases pre-hire, post-hire, differentiation, emotional bonds, and return on investment.
The authors created a framework using employer image as their main construct. The image was viewed as one of many aspects of the organizational image. The authors believe that until there is a positive image of a company in the mind(s) of individuals and/or public, it will never have a strong reputation. A company’s image may be different in the minds of individuals who have had a direct contact with it.
The literature also emphasizes the importance to build an employer’s brand. This can be used to help recruit employees who are qualified for the job and provide a company with a significant advantage. It is important to recruitment. If your brand is consistent, clear and credible, it can make you more attractive to employers (Wilden Gudergan Lings 2010).
An employer’s image can be developed by a company through organizational actions and characteristics. These include investment in its human capital, advertising, publicity, or the size of the firm. Second, information about the organization via the company website and job ads will influence the image of the firm. Thirdly, the attitude of the candidate can be affected by recruiters. Having a good job ad to attract candidates is key. Also, how you treat them during the interview determines their perception of the company.
For example, a bad or unpleasant recruiter can create a negative perception of the organization. In addition, the public’s perception of an organization is influenced by media coverage or word-ofmouth. The article also mentions the importance of moderators. The characteristics of the individuals can affect the perception of the image and the recruitment outcome (Lievens & Slaughter 2016).