Introduction

Abstract

The most frequently asked management question from nearly all supervisors and managers (and teachers and trainers) to CEOs, certainly in developed Western countries, is how to increase the work motivation of their staff. What they all want is to have employees with the work ethic: conscientious, dedicated, dependable, dutiful, reliable, responsible and responsive. They want them to be good at, and enjoy, their jobs like they (supposedly) do and, it has to be admitted, not to have to pay them “top dollar” for the privilege — in short, to be strongly intrinsically motivated.