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 the desire to act, the ability to act, and the possession of a goal.” (Ramlall, 2004). Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay The literature review identified two key motivational theories: Herzberg's motivation-hygiene theory and Maslow's hierarchy of needs. The lit magazine also included articles on the applications of both of these theories. Herzberg's motivation-hygiene theory emphasizes ways to increase positive motivators. Herzberg's two-factor theory highlights two different factors that influence job satisfaction. Hygiene factors create job dissatisfaction if absent but do not motivate employees if they are present. In contrast, motivational factors increase job satisfaction when it is present but do not influence the employee when it is absent (Herzberg, 1976). Hygiene factors are working conditions, salary, job security, status, company policy and supervision. Motivations include achievement, recognition, the work itself, responsibility, advancement, and growth (Herzberg, Mausner & Snydermann, 1967). This suggests that extrinsic factors, such as company policy or salary, do not bring motivation and satisfaction, compared to intrinsic factors, such as personal growth or recognition, which do. Furthermore, this theory also argues that as long as the hygiene factors are not satisfied, which means the person will be dissatisfied, the motivations cannot be realized. We can connect this with Maslow's hierarchy of needs. In fact, until a need is satisfied, the highest level of the hierarchical pyramid of needs will not be a motivation nor will it have an immediate value for the person (Maslow, 1954). We can conclude from Herzberg's two-factor theory and According to Maslow's hierarchy of needs, in the workplace management must have both hygiene needs and adequate motivation to have comfortable and motivated employees. In the article “Recruiting and Retaining Technical Staff at a Contractor-Operated Government Site,” Herzberg's theory is supported that if some motivators are present, but hygiene factors are missing, people will leave the company. Employees will initiate a job change if motivators are inadequate with hygiene factors or if hygiene factors are lacking (Tamosaitis & Schwenker, 2002). In the article “One More Time: How to Motivate Employees,” Herzberg's theory of motivator-hygiene work attitudes are discussed, which according to this article have been replicated 19 times since his original study. It has been replicated with different professional groups and in different countries. Furthermore, one of the professional groups was teachers. Replicated studies separated satisfying factors (motivators) from dissatisfying factors (hygiene) and then ranked them accordingly. The results support the two-factor theory (Herzberg, 1987). Furthermore, this article provides suggestions to management on how to improve satisfying or motivating factors through job enrichment (Herzberg, 1987). Another important author for motivational theory is McClelland. McClelland states that the three types of needs: the need for achievement, the need for power, and the need for affiliation, are motivators. Everyone has the ability to do all three, however, a person's type of motivation will depend on theirsexperiences and his environment (Ramlall, 2004). This suggests that different people may have different motivations and will therefore react differently to motivators. Furthermore, it also indicates that Human Resources (HR) should consider the type of requirement of a person for the job position. For example, it has been found that top managers should have a need for power but a low need for affiliation (Ramlall, 2004), while a high need for success is associated with entrepreneurs (Estay, Durrieu & Akhter, 2013). Icek Ajzen's article attempts to clarify the behavioral control component within the theory of planned behavior. The theory of planned behavior is based on the theory of reasoned action (Ajzen, 2002). This theory states that most behavior is under one's control and can only be predicted by intentions. The theory of planned behavior added the construct of behavioral control to include situations in which people do not have total 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 easier for potential candidates to apply, 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 an example of a job applicant who wanted to apply for the position, but knew it wasn't totally under her control. The person went out of their way to apply for the position, sending resumes, job certificates, etc. but she will be disappointed if someone else is hired who is perhaps more qualified for the job. Therefore, the actions required depend on the part of the candidate, but it also depends on the actions of the HR manager or the people they hire. Therefore, for this reason, getting the job is a goal and the action to get the job is considered a behavior (Ajzen, 2002). Another important concept for this thesis and for recruiting in general is employer branding. Employer branding is what the company is and offers as an employer. Its purpose 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 the employer brand image from both the employee's perspective (internal brand image) and the perceived image of the organization seen from the outside (external employer brand). The external image is called the employer image, while the internal vision is called the organization's identity. The concept of external employer branding is also referred to as employer image management (Lievens & Slaughter, 2016). In the document “Conceptualizing and Researching Employer Branding”, it explains that there are three phases in employer branding: first, building a value proposition, second, distributing the value proposition to target employees, and finally, developing branding internal which consists of having a team committed to the values ​​and objectives of the company (Backhaus & Tikoo, 2004). Building your own Employer Branding leads to different results. Adding value has been found in the literature to increase decision making, pre-hire and post-hire outcomes, differentiation, emotional connection, and greater return on investment (Lievens & Slaughter, 2016). These authors developed a framework for employer image using as the main construct in their model. Employer image was treated as part of the larger, multifaceted construct, 2016 ).