Intrinsic motivation is one of the most important elements in the workforce as it leads to improved performance. The managers should ensure that they combine the best strategies to ensure that the performance of the employees has been enhanced. One of the ways that a manager can implement the strategies is by reminding the employees of their accomplishment when working in the company. This makes them feel more connected with the organization and will work hard to achieve more.
Recognition of the work done by the employees is another way that the organization can be able to implement the strategies. In most cases, recognition in the form of awards that are given to either individuals or departments will motivate others to work harder to achieve even more. Employees belonging to this group are those who take pride in hearing their name recognized for their good efforts. The art of giving the employees more responsibility may also add some motivation to the employees and enhance performance in the end. Responsibility makes the employee feel like part of the organization or company, which not only makes him work better but also commit to the company.
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Knowledge is the other element that motivates employees internally. Research shows that employees who have the skills necessary to perform a certain task are more motivated that those who lack the skills ( Van Yperen, Wörtler, & De Jonge, 2016) . Therefore, the manager should focus on how he or she can organize training initiatives to enhance the skills possessed by the employees. When coupled with increased responsibilities, the organization can instill some sense of belonging to the employees translating to motivation. The sense of competence that comes through training enables the employee to work without any fear of not being able to complete the tasks assigned to him or her.
References
Van Yperen, N. W., Wörtler, B., & De Jonge, K. M. (2016). Workers' intrinsic work motivation when job demands are high: The role of need for autonomy and perceived opportunity for blended working. Computers in Human Behavior , 60 , 179-184.
