y way to sustain motivation toward organisational goals is through the achievement of intrinsic outcomes. Each theory contains ideas consistent with human nature, but each also has its limitations within organisational settings. Because lower order needs are generally satisfied in the workplace today, managers have to deal with how to provide esteem and self-actualisation to their employees, and that can be a vague concept to a manager who demands results immediately. Monetary incentives based on productivity and quality. Job enrichment efforts have proven somewhat successful in improving performance and attitude amongst employees. McGregor developed an additional theory on human behavior, motivation, and management in the late 1950’s. His theories X and Y and were based on assumptions made regarding the "system" and individuals. Theory X (the most common management practice) management organizes all elements of production, motivates and controls employee behavior to fit the needs of the organization, and without this intervention, employees would be indifferent to changing organizational needs. McGregor assumes that managers believe that the average employee is by nature lazy, lacks ambition is self-centered, and resistant to change (McGregor 1957). Management has the responsibility for organizing the elements of production, management should enable employees to develop their motivational characteristics, and that it is essential for management to arrange organizational conditions in a manner where employees can achieve their own goals by directing their personal effort towards organizational objectives. In essence, people have an idea that there is a link between performance and wage increases. The most motivating reward may be public celebration of the people’s achievement exemplifying the organisations highest values.At Singapore Airlines for example, the Managing Director's Award is the most prestigious tribute an empl...
