I will begin this section with a brief definition of motivation. There are many definitions of motivation in the literature review. I like the following: “Most would agree that motivation requires a desire to act, an ability to act, and a goal.” (Ramlall, 2004). Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essay The literature review identified two key motivational theories: Herzberg's theory of motivation and hygiene and Maslow's hierarchy of needs. The enlightened journal also included articles on the applications of these two theories. Herzberg's motivation-hygiene theory emphasizes ways to increase positive motivators. Herzberg's two-factor theory highlights two different factors that affect job satisfaction. Hygiene factors create job dissatisfaction if absent but do not motivate employees if present. In contrast, motivators increase job satisfaction when they are present but do not affect the employee when they are absent (Herzberg, 1976). Hygiene factors are working conditions, salary, job security, status, company policy and supervision. Motivational factors include achievement, recognition, the work itself, responsibility, advancement, and growth (Herzberg, Mausner & Snydermann, 1967). This suggests that extrinsic factors, like company policy or salary, do not lead to motivation and satisfaction, whereas intrinsic factors, like personal growth or recognition, do. Furthermore, this theory also states that until the hygiene factors are fulfilled, meaning the person will be dissatisfied, the motivators cannot be realized. We can relate this to Maslow's hierarchy of needs. Indeed, as long as a need is not satisfied, the upper level of the hierarchical pyramid of needs will not be a motivation or an immediate value for the person (Maslow, 1954). It can be concluded from Herzberg's two-factor theory and Maslow's hierarchy of needs states that in the workplace, management must have both hygiene needs and appropriate motivating factors in order to have employees comfortable and motivated. In the article "Recruitment and Retention of Technical Personnel at a Contractor-Operated Government Site", he supports Herzberg's theory that if certain motivators are present, but hygiene factors are lacking, people will leave the company. Employees will initiate a job change if the motivators do not match the hygiene factors or if the hygiene factors are lacking (Tamosaitis & Schwenker, 2002). In the article “One More Time: How to Motivate Employees,” he discusses Herzberg's work theory of motivation and hygiene. attitudes which, according to this article, have been replicated 19 times since its original study. It has been replicated among different professional groups and in different countries. Additionally, one of the occupational groups was teachers. Repeated studies separated the satisfiers (motivators) from the dissatisfiers (hygiene) and then ranked them accordingly. The results support the two-factor theory (Herzberg, 1987). Furthermore, this article gives suggestions to management on how to improve satisfaction or motivation factors through job enrichment (Herzberg, 1987). Another important author of the theory ofmotivation is McClelland. McClelland states that all three types of needs: the need for achievement, the need for power, and the need for affiliation are motivators. Everyone has the ability to achieve all three, however, a person's type of motivation will depend on their experiences and environment (Ramlall, 2004). This suggests that different people may have different motivations and will therefore respond differently to motivators. Furthermore, it also indicates that human resources (HR) should consider the type of need a person has for the position. For example, it has been found that executives should have a need for power but a low need for affiliation (Ramlall, 2004), whereas a high need for achievement is associated with entrepreneurs (Estay, Durrieu & Akhter, 2013). . Icek Ajzen's article attempts to clarify the component of behavioral control within the theory of planned behavior. The theory of planned behavior is based on the theory of reasoned action (Ajzen, 2002). This theory says that most behaviors are under individual control and can be predicted from intentions alone. The theory of planned behavior added the notion of behavioral control to include situations in which people do not have complete control over the situation. The idea is that people are more likely to perform an action if they believe it is accessible or easy to perform. This is based on the intention to perform the action (Ajzen, 2002). This suggests that if you make it easy for potential candidates, they will be more likely to apply. They know they have control over their skills, but they have less control over the job requirements. The author gave the example of a job candidate who wanted to apply for the position, but knew it wasn't completely within her control. The person has done everything to apply for the position, sending their CV, work certificates, etc. but she will be disappointed if someone else is hired, perhaps more qualified for the position. The required actions therefore depend on the candidate. , but also depends on the actions of the HR manager or the people recruiting. Therefore, for this reason, getting a job is a goal and the action to get a job is considered a behavior (Ajzen, 2002). Another important concept for this thesis and for recruitment in general is the employer brand. The employer brand is what the company is and offers as an employer. Its objective is to attract, motivate and retain employees. (Backhaus & Tikoo, 2004). Employer branding and employer branding have been used in human resources practice. The authors described employer branding from both the employee's perspective (internal branding) and the perceived image of the organization seen from the outside (external employer branding). The external image is called employer image and the internal view is called organizational identity. The concept of external employer branding is also called employer image management (Lievens & Slaughter, 2016). In the article “Conceptualization and Research on Employer Branding”, it is explained that there are three stages in employer branding: first, building a value proposition, second, distributing the value proposition to targeted employees and finally, developing internal branding, that is, having a team committed to the values ​​and objectives of the company (Backhaus & Tikoo, 2004). Building your employer brand leads to different results. Added value has been found in the literature to increase decision making, pre- and post-hire outcomes, differentiation, emotional connection, and a return on investment., 2016 ).