Cinby's Extrinsic Motivation

A business thrives when it is able to retain workers, maximize productivity and increase revenue. Accomplishing these tasks are never easy but with motivated workers the probability of a business succeeding is enhanced. The question is, “How does a company get the most out of its employees?” People are governed by extrinsic and intrinsic motivations (Unit 5). According to Cherry (2017), “extrinsic motivations are behaviors motivated by a desire to earn a reward and intrinsic motivations relates to behaviors motivated by an internal desire to participate in an activity for its own sake”. It is the job of the manager to identify these needs and create a work environment where employees work willingly to further organizational interest because
The democratic leader “requires input from workers but ultimately makes the final decisions for the group (Kelchner n.d.)”. If Cinby is able to involve her staff in decision-making and goal setting activities rather than giving orders and constant unnecessary direction, it can improve employee morale in addition to job satisfaction by appealing to their intrinsic motivational needs. She can also employ her democratic leadership style by maintaining open avenues of communication. Simply speaking to her employees face to face can increase their self-value and consequently their intrinsic motivation to perform efficiently and effectively (Jacoby 2017). Based on their skill and experience level, Cinby can also leverage her democratic leadership style to empower her subordinates by allowing them to have input into what they believe can improve their performance. Cinby can also redesign job structures allowing responsibility for tasks up to a certain point without requiring her intervention, thereby increasing employee autonomy and providing job enrichment (Hannigan1998). If Cinby is able to fully leverage her leadership style to implement the motivational techniques mentioned earlier, the employees would be happy, creative and innovative resulting in improved production
Elvit is the production manager of CanAir Ltd which has a total of fifty workers, however the younger workers tend to leave within a year. Using the Maslow’s Hierarchy of Need—Maslow (1954) postulated a hierarchy of needs that progresses from the lowest, subsistence-level needs to the highest level of self-awareness and actualization. Once each level has been met, the theory is that an individual will be motivated by and strive to progress to satisfy the next higher level of need. By using the five levels in Maslow’s hierarchy of needs, physiological, safety, belonging, esteem, and self-actualization, the younger workers of Can-Air Ltd will feel motivated and sense of belonging in the