It is a known fact that our society and workforce continue to change, but the same issue of increasing worker productivity continues to be asked by organizations and managers. This is one reason why the topic of motivation is so prevalent and its importance continues to grow in management research. It is believed that if organizations or managers manage to find the key to motivating individuals, then the company will be able to increase its productivity, thereby increasing its results. Theoretical Framework Over the years, researchers have tested many theories of motivation. Hertzberg's two-factor theory of motivation states that there are two types of motivation factors: the first is related to an individual's inner motivation, which includes achievement, recognition and responsibility, while the other is related to external sources of motivation such as salary, environment, policies and administration. Although external factors, or hygiene factors, negatively influence job satisfaction, they have little influence in creating a positive influence on increasing personal productivity. However, internal factors, or motivators, tend to have both a positive and negative effect on job satisfaction and performance (Sledge, Miles, & Coppage, 2008). Personality is another reason considered for increased motivation and productivity. According to Yang, Kim, and McFarland (2011), “personality traits exert an indirect effect on performance through more proximal individual difference variables, including self-efficacy (an individual's belief in his or her abilities to achieve its performance objective)” (p. 372). Many researchers have studied the effects of personality on work behavior, performance, work culture? A look at motivation and job satisfaction among hospitality employees in Brazil. The International Journal of Human Resource Management, 19(9), 1667-1682. DOI: 10.1080/0958519080295157St. Claire-Ostwald, B. (2012). How to coach millennials. Coaching at Work, 7(6), 54-55. Retrieved from http://web.b.ebscohost.com.ezproxy1.apus.edu/ehost/pdfviewer/pdfviewer?vid=26&sid=93a3a120-4d33-4f30-ac78-30c6d38fb64d%40sessionmgr111&hid=119White, M. (2011). Rethinking generation gaps in the workplace: focusing on shared values. Kenan-Flagler School of Business. Retrieved from http://www.execdev.unc.eduYange, B., Kim, Y., and McFarland, RG (2011). Individual differences in sales performance: A distal-proximal mediation model of self-efficacy, conscientiousness, and extraversion. Journal of Personal Selling and Sales Management, 31(4), 371-382. DOI: 10.2753/P550885-3134310401