Motivation represents the forces acting on or within a person who causes the person to behave in a specific and goal-directed manner (Locke, E.A., and Latham, et al). Slocum/Hellriegel (2007) stated that there are four different approaches to motivation, satisfying basic human needs, designing motivational jobs, encouraging beliefs that desired rewards can be achieved and equal treatment of people. Although experts have differing views on what motivates employees and how working conditions can affect their careers, they have come to a consensus that it is essential for organizations to attract and retain people, provide a suitable environment for work and motivate them to perform beyond their expected responsibilities by promoting creativity and innovation in their work. The following will be discussion on how these theories actually worked for the Nucor. According to Stephen P Robbins (2004) quoted that if the management has considered a reward system that is seen by employees as inducement for good performance; rewards will reinforce and encourage continued good performance from the employee. Nucor uses the high bonus to reward the employees when the production generates profit for the organization. Robert P. Vecchio (2006) stated that the employees determine the level of equity in their work relationship through comparison of their inputs and outcomes with fellow colleagues, which then form the basic rule behind the Equity Theory. In Nucor, everyone is treated same, the managers and senior management looses their bonus if the productions were unsatisfactory; they gain and lose bonus together. Based on Victor Vroom expectancy theory, he suggested that people are motivated by two things: how much they desire something and how likely they believe they are to get it (V.H. Vroom, 1964). Due to the enormous bonus, the employees are willing to work, as they are looking forward for the bonus. We can look at how Nucor Corporation operates using a motivation theory to...