There are some scholars who argue that these concepts are overrated, at least in

Question

There are some scholars who argue that these concepts are overrated, at least in regards to motivating employees at work. The three main arguments are as follows:

1.It doesn't matter what type of motivation (e.g., intrinsic or extrinsic) employees experience as long as they are motivated, are productive, and do their jobs. In support of this argument, research has found that those who are intrinsically motivated or satisfied with their jobs are no more productive than those who are not.

2.With many jobs (e.g., working in a coal mine; collecting garbage), it's unrealistic to think of concepts like intrinsic motivation and Flow. Those jobs need to get done, and it is unlikely that the people doing them experience a high level of enjoyment or satisfaction.

3.Even if those concepts are important to motivation and every job had the potential to be a great source of excitement, challenge, and meaningfulness, there is not much leaders can do to create this for employees. Whether an employee enjoys his/her job, or finds it exciting or meaningful is really up to them. What are some strategies leaders can use to maintain employees interest in their work and experience flow on the job? Reference, Ted talks, Dan Pink: The Puzzle of Motivation or http://www.keepem.com

Explanation / Answer

Motivational skill is special trait of a leader. Leader need to master this art of motivation irrespective of work nature. Creating excitement about the work is prime responsibility of a leader. Some of the strategies leaders adopt to maintain employees interest in their work and experience flow on the job:

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