Most people familiar with the literature on motivation grimly admit that our strategies for motivating employees are often not particularly effective in the short-run, and quite obviously even more ineffective in the long-
run. Efforts to sustain motivation have been equally ineffective. The one lesson that most managers have learned is that no system has been designed that compels workers to perform in outstanding ways. The literature on motivation, in addition, is so extensive that it is almost intimidating. Nevertheless, there is agreement on some basic assumptions about motivation.

Motivation

One assumption on which most people agree is that motivation has to do with the reasons why people take action. The question, What motivated that action? asks about the causes of a person's actions. Something that causes action is called a motive. In the criminal justice system, prosecutors look for motives that explain why someone committed a crime. Hence, the term motivation concerns what it is that moves people to action.

The term cause has been adopted to describe the way in which a phenomenon influences action that follows it. The concept of cause has at its core, the idea of some form of force. Thus, gravitation is associated with cause. What causes things to stay on the earth when the earth is rotating at a tremendous speed? Why do things that are thrown away from the earth come back down? The answer is: they are caused or pulled by gravitational force to come down.

The connection between gravity as a force and motive as a force is as irrevocable as the sunrise. Brownowski asserts that the whole tradition of causality derives from the triumph of the law of gravitation. He explains that "when Newton brought in force as a cause, he was giving matter the human property of effort" (pp. 64-65). That is, for a boulder to move, for example, some form of force must be applied to it. If gravity is that force, then gravity must have some form that allows it to exert force on the boulder. A cause simply means that some force is being applied to something else, resulting in the something else being moved. John Stuart Mill explained that the essence of cause and effect is their order or sequence; cause must come before and effect must come after.

Cause or motive, in the Newtonian sense, is absolute and deterministic. That is, to be a cause, something must always precede that which is the effect. Thus, in motivation theory, to say that a motive is a cause of some human action means that the motive must be located in the human being in such a way that it exercises a definite and constant force on the human being. This dilemma has led to the development of at least two quite different views of why people behave.

Needs or Deficiency Causes of Behavior

One explanation for why people behave is called a Needs theory of motivation, which postulates that people have inside of them something called a need that serves as a force that causes effects. Needs them selves are caused, or come into being, as a result of being born, through a person's genetic structure. If a person's behavior is caused by a need, then the cause is quite basic or fundamental and becomes a very strong explanation for why the person behaved.

A need is "something" that is essential, indispensable, and inevitable, and that must be responded to, since it is the cause of behavior. Thus, needs theorists hypothesize that "needs" come from our genetic structure, are born with us, but tend to decay, leaving so-called "unfilled needs." All behaviors are responses to empty or unsatisfied needs. In fact it has been said that satisfied needs are not motivating. The process of satisfying deficient needs leads to action.

Your behavior can be explained by identifying the deficient needs that caused you to behave so as to satisfy them.

Goals and Choices as Influences on Behavior

Another explanation for why people behave is called a Goals or Expectations and Choices theory of motivation, which postulates that people believe, that if they behave in a particular way, they will achieve certain goals. Choice theory argues that people make choices in seeking to achieve goals. Thus, a person chooses to act when he or she believes that a particular behavior will lead to some outcome, and that the outcome has a positive value to the person, and that the outcome can be achieved by the effort the person is willing to exert. A person, in summary, decides to act to achieve goals that the person feels have the best chance of producing a positive, desired outcome with the amount of energy he or she is willing to devote to achieving the goal.

The Choices theory of motivation embraces the concept of perception, since the key questions that people must answer in formulating their choices have to do with (1) whether they feel that they have the talent to perform at a level that will achieve the goal, (2) whether the goal has sufficient value to justify expending adequate energy to achieve it, and (3) whether other conditions are such that the goal can actually be achieved by performing at the appropriate level.

Whether to adopt a Needs approach or a Choices approach to the concept of motivation and, eventually, to the enhancement of dynamism in an organization, you may be influenced by other beliefs, such as whether you believe that people's lives are determined in advance by genetics, or whether you believe that people have the agency to make their own choices and decisions. For purposes of this chapter and this book, a Choices approach to human behavior has been adopted.

Satisfaction, Motivation, Vitalization

One additional issue seems important to resolve before examining directly the main topic of this chapter. That issue concerns the meanings of and distinctions among three key concepts having to do with factors that affect human behavior. The three concepts are Satisfaction, Motivation, and Vitalization. From Coercion to SATISFACTION

Herzberg has argued that a distinction ought to be drawn between factors that "satisfy" workers [create pleasurable or positive emotional states as a result of a sense of equitableness or fairness in a situation] and factors that "dissatisfy" workers [a sense of injustice or unfairness]. Herzberg proposed, in essence, using two scales to rate employee reactions to the workplace. The first scale reports the extent to which employees are satisfied or not dissatisfied, called the "motivators scale, " whereas the second reports the extent to which employees are dissatisfied or not satisfied, called a "hygiene" scale.

Not Dissatisfied Satisfied	(called the "Motivator Scale)
1 2 3 4 5 6 7

Not Satisfied Dissatisfied	(called the "Hygiene Scale)
1 2 3 4 5 6 7

The theory suggests that satisfaction and dissatisfaction are not on a single continuum, but are separate. This means that a worker can be both satisfied and dissatisfied at the same time. A worker may be also be not satisfied and not dissatisfied at the same time, or dissatisfied and not satisfied at the same time.

Since Herzberg's motivator-hygiene theory is also a Needs-based theory, it relies on the concept of need deficiencies in formulating a definition of satisfaction and dissatisfaction. Satisfaction means that a person's needs are not deficient, hence the needs are not active as stimulators of action. In other words, satisfied needs are not motivators. Thus, we assume that needs not satisfied would be the closest to what we traditionally consider motivators in a Needs theory of motivation.

Although the Satisfied – Not Dissatisfied continuum is referred to as the Motivators scale, it becomes clear that neither scale – Hygiene nor Motivators – lead to motivated workers. In fact, the clearer conclusion is that the satisfied-
not dissatisfied scale has to do with being placated and gratified, states that lead to LETHARGY, rather than motivation. The term, motivation, clearly does not apply to situations in which workers are satisfied. In fact, Maslow did coin the adage that "satisfied needs are not motivators." A wide range of researchers have attempted to demonstrate that employee feelings of job satisfaction are motivating and result in higher levels of performance, but without success (Brayfield and Crockett; Iaffaldanco and Muchinsky).

All of these views are consistent: that lethargy comes from satisfaction. On the other hand, the dissatisfied – not satisfied scale is about being discouraged, disappointed, and aggravated in the organization, conditions not conducive to motivated behavior. In fact, it is much more likely that dissatisfied or even not satisfied workers are more likely to leave the organization or to be a bit disruptive than they are to be motivated. They may be angry and insolent, but not inclined to respond with behaviors associated with motivation.

Thus, we interpret Herzberg's scales to mean that workers who are satisfied are more likely to experience happiness, and apathy, indifference, comfort, solace, calmness, and tranquility than motivated behavior. Satisfaction and motivation represent quite different concepts and are expressed in very different behaviors.

Satisfaction does not Lead Employees to

Increased Physical Effort or Mental Energy!

Workers who are dissatisfied are more likely to feel unhappy, disappointed, distressed, annoyed, ticked off, dejected, and exasperated. Such states do not tend to characterize motivated workers. The terms are, also, substantially different from those associated with satisfaction. Dissatisfaction and satisfaction represent quite different concepts and are expressed in behaviors very different from Workers who are motivated. Thus, neither of Herzberg's concepts seem totally compatible with the idea of motivation.

It is important that we not think of satisfaction factors as those that motivate worker behaviors. Motivation should be talked about in terms of factors that serve to cause or "force" people to behave in certain, specific ways.

From Satisfaction to MOTIVATION

The concept of motivation is quite closely associated with behavioral theories of organization that emerged in response to the more coercive bureaucratic form of organizing. Chester Barnard articulated a human systems theory of organizations, suggesting that organizations are people systems and not mechanically engineered structures. Barnard maintained that authority (a causative force) was a function of the willingness of subordinates to "go along." Thus, we might see motivated workers are those who can find no reason to resist the suggestions of their managers and co-
workers.

Barnard felt that many persuasive messages, directives, and recommendations were actually designed to widen a worker's "zone of indifference" or willingness to go along. Indifference in this setting meant a lack of resistance to following orders. Thus, if workers willingly go along with you, they would be considered motivated. Workers would be warmly receptive and very willing to accept a manager's request. Workers who have a wide zone of indifference are considered to be motivated. Techniques of motivation, in that case, are designed to widen the zone of willingness to go along.

Motivation is, under those conditions, portrayed on a scale indicating the extent to which employees are willing or unwilling to exert energy to do their work or to willingly follow the directions and orders of their managers. This is called a "Willingness" scale or motivation scale. Low scores on the scale (toward the "1" end) indicate that employees are unwilling to go along or to exert adequate energy to achieving organizational goals (unmotivated), and high scores (toward the 7) indicate that employees are willing to go along and expend energy to achieve organizational goals (motivated workers).

Unwilling	Willing	(Motivation Scale)
1 2 3 4 5 6 7

Highly motivated workers are those who are most willing to respond to directives and complete their work as instructed. Motivation or the willingness to work harder, on the other hand, may come from striving to satisfy needs, such as for respect and well being. That is, if employees have unsatisfied needs, the argument goes, they will be motivated or willing to work harder if they can see ways in which their work assignments allow them to satisfy their needs. The problem is that once the needs are satisfied, they no longer serve as directors of effort, and they are no longer motivating.

The way to motivate employees is to find their unsatisfied needs and provide opportunities for them to strive to satisfy them. Or, if employees have too many satisfied needs, the only alternative is to create situations in which their needs are not satisfied. This seems like an unnecessarily negative approach to enticing employees to go along with you.

From Motivation to VITALIZATION

If you wanted workers to move beyond just being motivated, or willing to follow directions, to the next level of work experience where they are excited, enthusiastic, and highly animated about working and doing things, you would have to approach the entire work system differently. If you wanted workers who take the initiative to find and solve problems, to work with enthusiasm, to demonstrate sustained performance, to be resilient when difficulties occur, to have an intensity about their work and accomplishments, to have strong feelings of commitment to work, and to have the urge to do what's right and needed rather than to do just what they are assigned, you would be looking for workers who are more than motivated; they would be vitalized.

To shift from thinking about how to motivate workers to thinking about how to vitalize workers requires the adoption of a new paradigm or mindset--a different way of seeing and reasoning about the world. The difference between "motivation" and "vitalization" is, on the surface, one of degree. That is, vitalized workers are just workers who are highly motivated. However, the shift from motivation to vitalization requires a different way of thinking about people.

Motivation has to do with directing people's efforts, but vitalization has to do with releasing people's energy. The difference between motivation and vitalization is like the difference between a photograph and a hologram. A photograph is a one-dimensional representation of a dynamic person, object, or event, whereas a hologram is a three-
dimensional representation. A hologram is even more than a three-dimensional picture; holograms contain all the elements of the picture in each of the smallest parts of the hologram. That means that you can take the hologram apart and still see the entire picture in one of the small parts. Holograms allow one to see all sides of an object on what is ostensibly a flat surface. Holograms and vitalization are concepts for the next generation of managers.

Vitalization is like a hologram; they both represent dynamic people, objects, and events in three-dimensional space and contain within them all of the elements that release people to work with dynamism, to reach greater heights of achievement by marshaling their resources and using them with freely given energy to achieve their most extravagant hopes.

A dynamism mindset requires us to think of people in terms of that which is quintessentially human about human beings--the ability of people to imagine things being different from what they are, to project thoughts backward and forward in time, and to further their own happiness and well-being. People can study themselves and regulate their own consciousness. Korzybski called this the "time-binding" capacity of human beings. Bois extended the concept of time-
binding when he wrote:

Progress is not an additive affair; it goes by cycles that increase their outputs in geometrical progression. The shorter the interval between cycles, the faster the total advance within a definite period of years. We don't know how fast the new nations will reach a level of development that is comparable to ours. Complete dedication to creating a new order of things may advance them far ahead of us.

Instead of the algebraic formula of time-binding . . , we could use an alternative formulation and say that the capacity to invent is the characteristic of Homo sapiens. This means that a fully functioning human being sees tradition not as something to preserve in a static form but as something to exploit, something like the humus formed by fallen leaves, which facilitates the growth of new crops (pp. 121-128).

Korzybski, commenting on this natural human capacity to invent and progress, articulates these fundamental concepts with enthusiasm, if not hyperbole:

Humans are, unlike animals, naturally qualified not only to progress, but to progress more and more rapidly, with an always accelerating acceleration, as the generations pass. Whatever squares with that law of time-binding is right and makes for human weal; whatever contravenes it is wrong and makes for human woe.

Keyser reinforces the claim that human beings are naturally time-binders:

Though we humans are not a species of animal, we are natural beings: it is as natural for humans to bind time as it is for fish to swim, for birds to fly, for plants to live after the manner of plants. It is as natural for human beings to make things as it is natural for animals not to do so. This fact is fundamental.

Another one, also fundamental, is this: the time-binding faculty--the characteristic of humanity--is not an effect of civilization but its cause; it is not civilized energy, it is the energy that civilizes; it is not a product of wealth, whether material or spiritual wealth, but . . . the creator of wealth, both material and spiritual (In Korzybski, p. 315).

Dynamism is a manifestation of the natural endowment of human beings as time-binders. Dynamism and vitalization assume a more dignified and elevated role than motivation in understanding the choices that people make and what it is that frees them for greatness. Human beings are the creators of their own existence. They are creators of both material and spiritual wealth. As such they must be understood not as pawns to be manipulated and motivated, but as the vessels of civilizing energy.

Differences among Satisfiers, Motivators, and Vitalizers

One interesting question remaining concerns whether people can actually distinguish among the three approaches to work behavior, whether workers can recognize the difference between work conditions that lead to satisfaction, to motivation, and to vitalization. Our experience is that they can. So, we developed an instrument to determine to what extent people, who work in organizations, can differentiate among things that satisfy them, motivate them, and vitalize them.

Complete the survey called Distinguishing among Satisfiers, Motivators, and Vitalizers at the end of this paper and score it to determine the extent to which your sense of the distinctions are consistent with the Key.

Natural Work Goals: The Way to Access Vitality and Enhance Dynamism

As part of our discussion of the Revitalization Model, we addressed the concept of "natural work goals" somewhat briefly and indicated that they appeared to be the means by which we access a person's vitality and enhance the dynamism of organizations. We shall explore the role of natural work goals in the enhancement of dynamism now.

Needs versus Goals

Hackman and Oldham explain that "some people have strong needs for personal accomplishment, for learning, and for developing themselves beyond where they are now. These people are said to have strong growth needs (Work Redesign, p. 85). They raise the issue discussed earlier in this chapter about the difference between a Needs approach to human behavior versus a Choice approach. We have chosen to adopt the Choice paradigm to explain the actions of human beings, and the concept of goal is much more compatible with choice than is the idea of inherent needs. Thus, we shall attempt to consistently recognize goals as the vehicle by which human energy is released and directed. Goals

A goal is that toward which effort is directed, the aim or the end. But, a goal is an idea, not an object. Goals can affect behavior before any behavior has been performed or reinforced. Synonyms for goals are terms like intentions, plans, purposes, tasks, and objectives. The term goal encompasses all that is denoted and implied by the other terms.

Goal directedness is a cardinal attribute of the behavior of all living organisms. It may be observed at all levels of life. Three common features characterize goal-directed action:

1.	Self-generation. The actions of living organisms are fueled by energy sources integral to the organism as a whole. The energy source is not put into it.

2.	Value-significance. A living organism can go out of existence; its survival is conditional. To maintain its existence, every living organism must take specific actions; if it does not take such actions, it dies. Thus, all goal-directed action has value significance for the organism.

3.	Goal-causation. In purposeful action, the individual's idea of and desire to achieve the goal is what causes action. The idea serves as the efficient cause, but the action is aimed toward a future state. Purposeful goal-
directed action is caused by consciousness, by the individual's desire, vision, expectation, anticipation, imagination, and aspiration.

Once a goal is understood and accepted, although it remains in the background or periphery of consciousness, it serves as a reference point for guiding and giving meaning to subsequent mental and physical actions leading to the goal.

Three mechanisms explain the effect of goals on actions. Goals regulate the intensity of effort individuals expend on tasks; high demand goals may require greater intensity to achieve. Goals affect the duration of the effort that individuals expend on a task; challenging goals may lead individuals to work longer at a task. And, goals lead individuals to direct attention to and take action with respect to relevant activities; specific goals may lead to less variability in their achievement by giving a clearer picture of what is to be achieved.

Growth is the human process of expanding and developing; growth results from continuous learning and maturation. Thus, developing, learning, and maturing are interrelated concepts that encompass the sense of growth. Through growth, individuals may become happier, stronger, more dependable, more accomplished, more competent, more autonomous, more influential, more emotionally stable, and more adaptive.

Natural work goals are those conscious intentions to achieve some purposeful action that allows people to grow and expand their lives at work. Natural work goals are the ideas, the aims, and the purposes that direct and give intensity and persistence to actions that result in stronger commitment, greater intensity, and more authentic interest in the organization. The achievement of natural work goals results in better employees, better relationships among organization members at all levels in the organization. The inability to achieve natural work goals leads to uncommitted, lethargic, and apathetic employees.

In sum, the term goal refers to statements that people make concerning what they want to achieve. Goals and the purposeful action needed to achieve the goals are what are quintessentially human about human beings. Locke and Latham point out the power of natural work goals when they explain that "people need and desire to attain goals. Such actions are required for their survival, happiness, and well-being" (p. 20). Bois confirmed the deep-seated nature of natural work goals when he wrote, "Altruism is not a matter of choice; it belongs to the nature of man" (p. 195). Altruism is one of the primary work goals.

Every person carries in him or herself the gem or seed of every quality.

Leo Tolstoy

The Search for Authenticity, p. 209

Work goals have to do with what people want to achieve at work. Natural goals are the things that people want to achieve that allow them to express their humanness, grow, expand, and enhance their lives. Natural goals are derived from the nature of human consciousness, which includes individual desires, visions, anticipations, imagination, and aspirations. Natural work goals combine the work setting with people's humanness and become statements about what workers would like to achieve in their work that allow them to grow and develop.

Natural work goals are derived from the capacity of human beings to think backward and forward in time, to imagine things, to visualize different configurations, to create images of what might be and what ought to be, to infer and deduce conclusions, and to further their own happiness and well-being. Employees who work in organizations that encourage them to achieve natural work goals as part of their every day work assignments become energized and bring dynamism to the organization.

People would be refreshed and renewed if they could wipe the slate clean and do one little thing that they really cared about deeply, one little thing that they could do with burning conviction.

John W. Gardner

Self-Renewal: The Individual and the Innovative Society, p. 17.

Abraham Maslow in his book called Eupsychian Management implies many natural work goals. The term "Eupsychian" was coined to refer to the kind of culture that would be generated by a thousand self-actualizing people. Although not stated directly, sprinkled throughout the book are numerous examples of what we call "natural goals." Other philosophers have implied that this concept of natural goals does underlying enthusiasm for work and other forms of accomplishment (Gardner, 1963; Cox, 1985; Garfield, 1986; Robbins, 1986; Tracy, 1993).

A List of Natural Work Goals

A number of natural work goals have been tentatively identified, but we shall illustrate the potential with sixteen that have emerged out of research on this concept (Pace, et al, 1998; Colby, 1999).

1.	To work to one's highest potential in a specific area of expertise.

2.	To develop excellence in several areas of knowledge and skill.

3.	To explore new ways of doing things.

4.	To discover new opportunities in my work.

5.	To initiate new ideas to improve m y work.

1.	To influence others in order to improve my work.

2.	To contribute to the well being of others.

3.	To do work that is meaningful.

4.	To do work that is significant.

5.	To do things in my own unique way.

6.	To do things in my own personal way.

7.	To have high aspirations.

8.	To do more than what seems possible.

9.	To feel optimistic.

10.	To feel proud of what others accomplish.

11.	To envision the possibilities of future accomplishments.

These sixteen goals have been translated into a Natural Work Goals Profile (NWGP) that is administered to organization members to get an indication of the level of dynamism in the organization. The NWG Profile appears to have two dominant factors that are distributed along two continua: enable/constrain and enthusiasm/apathy, with a third factor that has to do with individuality.

Natural work goals are the ideas, the aims, and the purposes that direct and give intensity and persistence to actions that allow workers to feel exhilarated, invigorated, and excited about work. The achievement of technical goals does, of course, provide some motivation to workers, but they do not release the energy associated with achieving natural work goals. Only through the achievement of natural work goals are workers truly empowered and vitalized. Only through the achievement of natural work goals is an organization able to experience dynamism on a continuing, sustained basis.

John W. Gardner (1963) attests to the power of natural work goals when he writes that:

Everyone has noted the astonishing sources of energy that seem available to those who enjoy what they are doing or find meaning in what they are doing.

Natural Work Goals and Change

There is good evidence that goals energize and direct behavior. In the workplace, individuals are often faced with a wide variety of competing tasks. They organize their time and energy by focusing on some tasks while ignoring others. One way to regulate behavior is through goal setting.

Natural work goals are the ideas, the aims, and the purposes that direct and give intensity and persistence to actions at work. The achievement of natural work goals results in the release of energy and enthusiasm. The blockage of natural work goals leads to a great deal of compliance, and even more withdrawing of effort, dreariness, and listlessness. Both gradual and sudden anhedonic responses are manifest, with employees drifting into resistance and anger on the job. The joy of working has slipped away.

The accomplishment of natural work goals is critical in the revitalization of the workforce and in releasing the dynamism of organizations.

References

Bois, J. Samuel. 1978. The Art of Awareness. Dubuque, IA: William C. Brown, Inc.

Cox, Allan. 1984. The Making of the Achiever. New York: Dodd, Mead & Company.

Davidow, William H. and Michael S. Malone. 1992. The Virtual Corporation. New York:

Harper Business.

Gardner, John. 1963. Self-Renewal. New York: Harper & Row.

Garfield, Charles. 1986. Peak Performers. New York: Avon Books, Understanding

Growth, pp. 57-58.

Hackman, J. Richard and Greg H. Oldham. 1980. Work Redesign. Reading, MA: Addison-

Wesley Publishing Company.

Locke, Edwin A. and Gary P. Latham. 1990. A Theory of Goal Setting & Task Performance.

Englewood Cliffs, NJ: Prentice Hall, Inc.

Maslow, Abraham H. 1965. Eupsychian Management. Homewood, ILL:

Richard D. Irwin, Inc.

Miller, Donald B. 1977. Personal Vitality. Reading, MA: Addison-Wesley Publishing Company.

Robbins, Anthony. 1986. Unlimited Power. New York: Fawcett Columbine.

Pace, R. Wayne and Douglas R. McGregor. How to Revitalize Employees. Silberman, Mel. ed. 1996. The 1996 McGraw-Hill Training and Performance Sourcebook. New York: McGraw-Hill.

Taylor, James C. and David F. Felten. 1993. Performance by Design. Englewood Cliffs, NJ: Prentice Hall, Inc.

Tracy, Brian. 1993. Maximum Achievement. New York: Simon & Schuster.

Distinguishing Among Satisfiers,

Motivators, and Vitalizers

Definitions

A Factors SATISFY. These factors tend to make you contented and pleased. To be satisfied means that you are comfortable and contented with where you are working and what you are doing.

B Factors MOTIVATE. These factors tend to stimulate you to take some action. To be motivated means that you are provoked or enticed to take steps to act.

C Factors VITALIZE. These factors tend to release your enthusiasm and invigorate you. To be vitalized means that you are excited, thrilled, and highly animated about working and doing things.

Instructions

Each of the items listed below results in one of the factors described above. Assign each of the statements to one of three factors by placing an X in one of the columns. If you feel, for example, that Item 1, Steady Employment, makes you feel invigorated, then you should place an X in column C.

Factors that	A

Satisfy Me	B

Motivate Me	C

Vitalize Me
1.	to have steady employment.
2.	to feel my job is important.
3.	to work at one's highest potential in a specific area of expertise.
4.	to have adequate rest periods.
5.	to do interesting work.
6.	to use all of one's capacities to develop excellence in several areas of knowledge and skill.
7.	to receive sympathetic help with personal problems.
8.	to have an opportunity for self-improvement.
9.	to explore new opportunities and new ways of doing things.
10.	to turn out quality products and services.
11.	to have good pay.
12.	to initiate new ideas, influence others, and serve as a prime mover.
13.	to get along well with others on the job.
14.	to be respected as a person.
15.	to be totally involved in a project and reluctant to let others down.
16.	to have a local employee paper.
17.	to know what is going on in the organization.
18.	to contribute to the well being of others.
19.	to have a retirement program and other benefits.
20.	to have one's efforts add up to something meaningful.
21.	to be loyal to the company.
22.	to not have to work too hard.
23.	to be free to make responsible and independent decisions.
24.	to have a written job description.
25.	to have an employee council.
26.	to do challenging work.
27.	to do things in my own unique, personal, and individual way.
28.	to be complimented by my boss when I do a good job.
29.	to get a good performance rating.
30.	to aspire to accomplish more than what seems possible.

Factors that	A

Satisfy Me	B

Motivate Me	C

Vitalize Me
31.	to be paid more than others for doing the same job.
32.	to work without direct or close supervision.
33.	to have superior physical working conditions.
34.	to respond optimistically and with pleasure and pride in what others accomplish.
35.	to have tactful discipline when I do a bad job.
36.	to have an efficient supervisor.
37.	to have fair vacations arrangements.
38.	to agree with the organizations' objectives.
39.	to attend staff meetings.
40.	to envision the possibilities of future accomplishments.