what is the leading motivational driver for each employee?
MoneyHeist Ltd was turned around by Professor. Professor began working for the company in 1993 and worked his way up the corporate ladder, holding several management positions before becoming CEO in 2002. Based on his previous experience with MoneyHeist Ltd, he knew that when he took over, the company had powerful employees with varying levels of motivation. Professor believed that, among other important business changes, motivating employees at MoneyHeist Ltd was critical to bringing the company back from the brink of failure. His guiding principle was the belief that in order to satisfy customers, employees must be interested and motivated in their work. He has close relationships with many of the employees because of his tenure with MoneyHeist Ltd, which provides a sense of comfort and teamwork. He likens the company to a nice family. Professor was tasked with managing three (3) subordinates in the interim – Denver, Rio, and Berlin. His success was dependent on his ability to keep these employees motivated. Each of his subordinates is profiled briefly below.
Denver
Denver is a complicated and unassuming individual with an above-average absence rate. He values family and enjoys spending time with his wife and children. He considers peace and love to be essential in his life. As a result, the things that MoneyHeist Ltd can offer him do not really inspire him. He sees his job as a means to meet his family's basic needs and nothing else. Overall, Denver does a good job and is conscientious, but it is difficult to persuade him to do more. He is extremely charismatic and friendly, but he only meets the bare minimum of performance standards.
Rio
Rio is very different from Denver in many ways. Rio, like Denver, is a likeable character, but unlike Denver, he responds well to the company's rules and compensation schemes and has a strong personal attachment to MoneyHeist Ltd. Rio's problem is that he accomplishes very little on his own. He does well with the work that is given to him, but he is not particularly creative or innovative. He is also a shy person who lacks assertiveness when interacting with people outside the department. This has an impact on his performance because he is unable to effectively sell himself to other departments of the company as well as top management.
Berlin
Berlin, on the other hand, is a confident individual. He will work for money and will not hesitate to change jobs if the pay is higher. He works very hard for the company, but he also expects the company to work for him. He has no problem working a 60-hour week at his current job if he is financially compensated for it. Despite having a family and supporting his sick sister, he once quit a job because his boss refused to give him a raise because he was already making too much money. He is extremely passionate and driven. A supervisor at his previous job stated that, while Berlin did an excellent job for the company, his personality was so intense that they were glad to get rid of him. His former boss observed that Berlin seemed to be constantly pushing. If it wasn't for more money, it was for better perks; he never seemed to be satisfied.
using David McClelland's (1998) motivational theory, what is the leading motivational driver for each employee?
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