Reference no: EM133045253

Alex, the IT Manager, has again submitted a request to sponsor one of his cybersecurity engineers for the part-time Management graduate programme at a local university. He claims to have the budget to cover the sponsorship and would like to reward good performers in his department with a chance for further studies. He also argues that staff upgrading is certainly in line with the national effort. You, the training manager, is hesitant to process the request. Despite good work conditions, a higher than average pay scale, and outstanding employee benefits, turnover in the company has been extremely high. In the past six months, four employees have left the company shortly after they finished some outside training sponsored by the company. All four indicated during the exit interviews that they were not sure about their career goals and paths, and had been given similar assignments year after year. Furthermore, they were not given enough autonomy or empowerment and very few of them had progressed to senior management ranks. You explain to Alex that instead of sending his staff for upgrading aimlessly, a better way to lead and reward his staff is to find out what motivates them. They should also be convinced that good performance leads to appropriate rewards or outcomes.

(i) Distinguish intrinsic and extrinsic motivation. Examine whether those employees who left the company are motivated by intrinsic or extrinsic rewards.

(ii) Discuss how Goal-Setting Theory might help Alex better motivate his staff.

(iii) Discuss how Vroom's Expectancy Theory might help Alex better motivate his staff.