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(Gawel, 1997). Individuals working within an organization have different needs and desires which need to be fulfilled in a manner that not only achieve the organizational objective of improved employee performance but also motivate them to continue to perform. Such efforts therefore require that there must be a constant effort by the organization to continue to motivate their employees through different ways and means including compensating them adequately for their work. (Mullins, 1985). Employee motivation however, may not only be associated with explicit rewarding of the employees through monetary benefits but an inspirational motivation can be the source of implicit motivation for the employees. In order to achieve this implicit motivation, inspirational leadership therefore shall be instrumental in achieving such results.
It is argued that commitment towards work is a voluntary act and as such organization despite providing all the environment and necessary tools to perform may not be able to get the desired level of commitment from its employees.(Rabey,2001). This case study may also be attributed to this fact of not achieving the desired behavior from an employee despite the fact that voluntary commitment is there from the employee. What is therefore important to understand here is the fact that absence of motivation can often lead to the behaviors which may not be entirely in favor of the organization.
Employee motivation and participation is often considered as following the crescendo effect in career motivation because with the passage of time, employees, if given the proper motivation through equitable reward and compensation, promotions etc, can quicken the pace of their commitment towards work.(King,1997). However, in order to achieve such motivation employers have to set up a just and equitable motivational system
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