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le so dependent on others for approval, that in occasions where there is no recognition, they are unable to act independently. People with high need of this will always take care that they meet expectation.

Achievement: Sheila R & Peter M (1999) suggests that a strong characteristics of those with a high achievement drive is that they which to do things on their own. People with this need can find themselves voluntarily working long hours and driving themselves hard. They have to be satisfied that the targets they are aiming are achievable. High achievers are likely to be motivated, if they are not achieving they are likely to feel worthless. They will do whatever it takes to achieve their goals. Motivating such people has to start with the definition of the target (Sheila R & Peter M, 1999).

Power and Influence: This is the need to possess power and influence others. The ability to lead and influence people used properly according to Sheila R & Peter M (1999) is one of the most desirable human qualities. The difference of this factor from others is that it involves people impinging directly on other people. They pointed out that here is also an element of risk that other people might not react favourably.

Variety and change: This is the need to always want to do something different. This kind of people we need stimulation to move on to something different with boredom setting in after an initial discharge of energy. These individuals cope better where there is constant demand for new energy and new initiatives. Sheila R & Peter M (1999), pointed out that the problem with this factor is that since the stimulation to change does not always arise, there is always the likely hood of uncompleted business or no motivation.

Creativity: This concerns the original idea and the development of the new out of the old. They believe that the creative drive has a very important part to play in the organisation. They advocate that those who have the need for creativity to be given an enabling environment for them to operate (Sheila R & Peter M, 1999).

Self development: This factors shows that people who have high self development needs will judge their work in terms of what it does for them. These individuals are not motivated except it has something to do with their self development. Motivating such people requires an understanding of what they are looking for and an ability to relate what the organisation requires to what the need (Sheila R & Peter M, 1999).

Interest and usefulness: Sheila R & Peter M (1999) believes that the need for job interest or usefulness is higher on average than the need for any other motivator. They stated that Professional and managerial people are more motivated for example by feeling of usefulness or interest than for opportunities to influence, achieve or be recognised. This factor suggests that the work place has to be structured in such a way that the employees find it useful and interesting and that in the absence of this factor, all other motivators will not work to full potential. (Sheila R & Peter M, 1999).

These 12 factors have covered in a way most motivating factors talked about by early researchers in the topic.

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