2.2. Theory Review
Herzberg’s Theory of Motivation
Many researchers have contributed to the definition of the term motivation, each putting forward
a description that expresses his/her understanding. Yusoff, Kian, and Idris (2013) refer to earlier
definitions by researchers to establish a common ground. Referring to Whiseand and Rush
(1988), they defined motivation as an individual’s willingness to do something driven by the
desire to satisfy needs. Yusoff, Kian, and Idris (2013) also referred to Wregner and Miller (2003)
definition, which described motivation as a force energizing people to take action with an
emphasis on the choices they make as part of their goal-oriented behavior. They also adopted
Fuller et al. (2008) definition of motivation as the intensity, direction, and persistence of a
person’s efforts towards the attainment of a specific goal. Finally, the article refers to
Saraswathi’s (2011) description of motivation as people’s willingness to pursue organizational
goals with high levels of effort as long as such an effort can satisfy individual needs. From these
definitions, three terms, namely, drive, energize, and action, emerge as forming the backbone of
any description of the term motivation. Motivation begins with the elicitation of a desire towards
achieving something in an individual that was previously lacking. It is this desire that energizes
such an individual into action to achieve the set goal. Such excitement can be elicited by the
promise of satisfaction of a personal need such as higher compensation, the fulfillment of job
satisfaction, and adequate work-life balance, etc.
Herzberg’s motivation theory comprises two factors, namely, motivation factors (intrinsic
factors) including responsibilities, promotion, growth, achievements, recognition and the nature
of work and hygiene factors (extrinsic) including work conditions, compensation, job security,
and personal life among others. These factors address job satisfaction in an organization, with
