Every day millions of millions of Americans wake up and begin their morning routine to ultimately end up at their place of work. As the day goes on they will on average sit in meetings, eat their lunch, and then head home to only do the same, day after day. In a world, full of instant gratification at our fingertips thanks to the advent of smartphones and the rise of the internet and social media. Our new and younger employees are not satisfied, they are not staying at one company for 40 years and then retiring like they used to. In order to keep our workforce motivated, we need to look at the science of organizational behavior. Using this science we will come to see that there are many factors to keeping employees motivated, such as the financial incentive, the feeling of intrinsic rewards, and giving the individual access to the group allowing for group thought, and the human connection. By definition, organization behavior is a field the derives from the understanding of, the explanation behind improving the worker’s mindsets, both the attitude and how they act while at work. This science is focused on more than just the individual, it is focused on the group as well (Colquitt, LePine, Wesson 6). Like most science, this field has been observed and tested repeatedly. As we understand more and more we can learn that to keep our workers happy we need to give them more than just the basic necessities. Treating individuals like individuals, and using language that is appropriate for the setting gives workers a sense of belonging (Tushman, OReilly 17). When we go to work to perform a task we expect to be paid. Unless we are donating our time or volunteering, we need to be compensated for the work we do. When it comes to motivating with money, does it really work? Since the early 1800’s companies have used merit-based pay scales, meaning raises are given out based on how the workers are performing. From 1993 to 2008 we have seen an increase in this type of pay scale in every level of an organization and bonuses becoming more exclusive to the C Suites and the executives that work in them (Amabile, Kramer 6). When we are required to work with others we expect that if we put in similar work we are going to get similar rewards. When an individual in the group receives more of a reward than other members of that group or organization it can have profound negative effects on that particular organization. From the reading, “Do Financial Incentives Drive Company Performance?”, we heard about a study based on college and university pay rates. The study found the greatest unfair dispersion of pay was from academic department to academic department. These depart with the lowest pay rates tend to have lowered productivity in their research, embark on less collaboration and the staff have lower job satisfaction (Amabile, Kramer 20). In the technology field, there is a huge need for collaboration in order to receive the greatest result. When workers in these fields have a huge wage gap, this hinders the level and percentage of collaboration, lowering productivity and decreasing profits. This understanding can be compared to the top-level management when managers feel they have less financial incentive than their counterparts, the company had less financial success in those divisions. Using around one hundred and two companies, organizational behaviorists have found that, the greater the pay gap, the lower the quality of the product (Amabile, Kramer 20). From what we have discussed above clearly, when you run an organization by only monetarily rewarding a select few it will haunt every decision you and the top-level manager will make because now the employees know that they are not getting compensated fairly. I feel as though we can fix this by creating a sense of belonging and intrinsic rewards for the employees to really connect with the organization. When you work for an organization you would expect them to treat you with respect. You would also hope that the individuals that work there live by the same values, or at least some of the same values at the company promotes. When you start a new job, you will most likely go through some type of job training or orientation. This time is designed to create a culture that the employees will hopefully live by. Three examples of organizations or companies that have either lived truly by these values or have completely thrown away the values they stand for would be, Netflix, Disney, and Enron. Disney is such a large entity all over the world, a household name, theme park, movie studio, and if you ask some just way too powerful. Seeing as Disney is such a large organization I want to focus on the service aspect of the company. At Disney, the director of Training discussed, that in order to emphasize the importance of the culture that they want they must practice what they preach. Modeling the behavior and telling stories of good and bad experiences emphasizes that you need to have these qualities, and has caused Disney to have an average of 15% turnover rate, instead of the 60% turnover rate the rest of the hospitality industry is suffering from(Tushman, OReilly 6). Integrity, Communication, Respect, and Excellence are four words painted in the minds of the public when thought about Enron the energy corporation. The executives at Enron talked a big talk but how they walked told a different story. They lied to shareholders, the board, and to their employees. Not only did they convince their workforce that all was fine, they convinced the auditing firm that looked over their books that everything was fine while convincing their auditor to lie. Enron will forever be used as the example of what not do when it comes to integrity and living by the company’s values (McCord, Charan, 2016). Netflix, on the other hand, is one of those companies that wants what is best for the employees that work for them. When Netflix chose the words to represent them, they chose them because they encourage their employees to live by these values while at work, giving them the internal strength to care about what they are doing. Netflix lives by the following nine values and each can be explained. These values include judgment, communication, impact, curiosity, innovation, courage, passion, honesty, and selflessness. These words separate are merely just words that people use when they have to describe their dream coworker in one word. When these words are combined they mean a workplace where individuals are encouraged to put their ideas on the table without fear of being judged (McCord, Charan, 2016) Human beings are driven to other human beings, this is why we are drawn to cities, large universities, bars, nightclubs. Humans thrive on social interaction, this transfers over to the workplace. The Nourishment factor is described as when we give workers what they want and productivity will rise. There are four major factors that can contribute to the nourishment of employees from their employers. These words are Respect, Encouragement, Emotional Support, and Affiliation. Managers can show, and create mutual respect among the office, by their actions. Recognizing when someone does a good job or comes up with a good idea. They can encourage the employees by their own enthusiasm if they show confidence in their staff morale will increase. Emotional support is given by having empathy for the individuals around you. Lastly, when the employees have a bond with the company and the people that they work with, it increases moral among coworkers (Erickson 4). In the realm of rewards, there are two categories designated by those who study them. The first type of reward is extrinsic, these rewards are received outside of the person, such as money and respect like stated above. The second and one we haven’t spoken about yet is intrinsic rewards. These rewards come from within, self-worth, the feeling of belonging, and being happy (Luecke, Hall 4). A great example for myself is when I volunteer, I am not getting paid to be there, I am donating my time so that others may have a good time. When I see the participants having a fun and smiling it makes the volunteering worthwhile and I feel happiness and a feeling of self-worth.In an organization, these intrinsic rewards are often better motivators than their extrinsic counterparts. Money can only go so far if a company is having a hard time finding hard workers or individuals who fit the job description, more often than not it has to do with the compensation rates. When an organization is using money as their greatest reward it encourages workers to cut corners and use unethical practices to get the sale, make the deal, or meet the quota. Encouraging this kind of behavior decreases the likeliness of commitment to the product and can hinder a company’s success (Luecke, Hall 5).When it comes productivity and that feeling of self-worth and belonging, individuals need to know that the work they are doing is being valued. They also need to feel as though they care about the product. When managers give employees the respect they deserve for doing a good job, compensate them fairly, treat them like the work they are doing is important to the company and the product, that will give the individual the feeling of pride, thus lowering the turnover rate, and decreasing employee dissatisfaction (Luecke, Hall 6-8).We have talked about how both money and respect, respect for the individual and for the organization can play a huge role in motivating employees. We have learned that money can only do so much, but it is a fair stepping stone at the beginning of the path to being an effective manager when it comes to motivating the staff. Remember that there is a dark side to monetary rewards, when done unfairly or incorrectly in any way, moral can and will drop halting productivity levels and affect the company as a whole. The other side of coin from money when it comes to rewards is the feeling of belonging. Employees want to know that they are not being taken advantage of, they want to know that the work they are doing is having an impact on some level.When I was the director of Adventure Education and Leadership Development at a Summer camp, half of my job was to make sure that the staff was doing ok. A tool that I had used at the beginning of the summer to set a baseline of how I would be interacting with my staff was having them take the, 5 Appreciation Languages quiz. One’s appreciation language is how they prefer to be spoken to when it comes to interaction and showing that you are appreciating them. The five languages are words of affirmation, receiving gifts, physical touch, acts of service, and quality time. I myself am a word of affirmation type, I like to be told that I am doing something correctly, some may view it as an ego trip but I feel as though if no one is telling me I’m doing it right, then I feel as though I am doing it all wrong. I have a coworker, named Tyler. Tyler is a very artsy individual. He loves to sing and dance and is an all-around happy person. For me to know that he is listening to me, I will generally put my hand on his shoulder. When I do this, you can clearly see a change in his demeanor, he turns and looks at you, stops moving and is listening. By having each individual member of our staff fill out this questionnaire helps me deal with conflict in a more organized fashion. It is common knowledge that not everyone likes to be spoken to in the same way. I personal like joke around, but when it comes to working please just tell me what you want me to do. It saves time and frustration because I am doing exactly what you had in mind and no one is stuck playing the guessing game. This is important because when you the manager is talking to someone you may be using a method that works for some employees but maybe no this one. Having that basic understanding has proven effective in increasing staff morale because each member of the staff realized that I was taking the time to learn a little bit about each one individually.These methods as mentioned above helped me go from a team of disorganized and unhappy staff members to a team of encouraging and effective workers. We were working at a camp so money was never the option I could give when it came to recognition, but I did have the ability to pay attention. I have a different staff member each week a rock. The rock had the word “You” painted on it to symbolize that you rock. You as a manager need to work with what you have but you also need to remember that your staff is made up of people, different people, with different experiences and backgrounds. My least favorite quote of all time is, if you can’t stand the heat stay out of the kitchen. My hatred for that quotes stems from its simple meaning. This quotes meaning is if you don’t like to be spoken down to or if you are not as good as the rest of us don’t work with us. Everyone had to start from somewhere, and not everyone can be naturally talented at everything.Use the teaching in this manual to encourage your workforce, not boss them around. The ability to motivate a team is something I am very fortunate to be gifted with. It took me a long time to learn about this gift, but none the less I still have it. Ability to motivate is luckily not one that you must be born with. Continue to try new ways to encourage collaboration among your staff, help them bring new and innovative ideas to the table. Be the example of the values that you want them to live by and they will.