Motivation in public management [electronic resource] : the call of public service / edited by James L. Perry and Annie Hondeghem

- Pg. 248 performance pay did not work

Great motivation secrets of great leaders [electronic resource] / by John Baldoni
Sacrifice with Honor
• Put the needs of the team first.
• Share the pain.
• Make the sacrifice count for something.

Winning with the employee from Hell [electronic resource] : a guide to coaching and motivation / Shaun Belding

Pg. 64 – coaching is important but no one does it well.

Development of Achievement Motivation
- Pg. 312 – feeling of competence and pride should in turn engender intristic interest and pride.

Intrinsic and Extrinsic Motivation : The Search for Optimal Motivation and Performance

Public service employees are a diverse group that reflects Canadian society. This diverse group of individuals have different needs that sometimes go unsatisfied due to many factors. In the integrity department of the Public Service I have witnessed both extremes of the traditional paradigm of satisfaction in terms of satisfied and unsatisfied individuals. Individuals on each side of the paradigm can be motivated to perform better whether their needs are satisfied or not satisfied. The motivation process begins with an unsatisfied need and individuals each have a unique set of needs. Identifying common needs among the workforce is a key step in determining how to better motivate the integrity workforce.

McClennand states that individuals are motivated by three basic needs, achievement, power, and affiliation. These three basic needs align with the types of individuals currently employed in the integrity department. Individuals wishing to work for the department must demonstrate key competencies, influence, judgement, planning and organizing, and strategic and analytical thinking which are