One of the earliest recorded English proverbs is "You can lead a horse to water but you cannot make him drink the water." This is because the horse will only drink if he is thirsty. Similarly, people will only do their jobs well if they are motivated to do so. Motivation is definitely a strategic issue, especially since people are such an important aspect of any business strategy. Productivity depends on the skill level and motivation of an employee. Failure to motivate workers can lead to a variety of problems, such as increased absenteeism, higher job turnover, poor customer service, and lower-quality production. In contrast, a culture that encourages motivation leads to better job retention and its associated benefits. However, there is no general rule about the best way to motivate all employees. This is largely because every worker is different in what motivates them. People are likely to be motivated by a combination of intrinsic and extrinsic factors. Intrinsic motivation occurs when people participate in the activity out of their own desire, for example, the pleasure of pursuing a hobby or interest because the person finds it challenging, stimulating, or fun. Therefore, intrinsically motivated students would want to master a subject rather than learn the subject simply to get good test scores. Intrinsic motivation can also occur due to altruistic reasons, that is, there is a sense of commitment to others. In many Asian cultures, intrinsic motivation occurs for family reasons, e.g. Ex. Students seek to work hard partly because of family pressures and partly to avoid disappointing their parents. In contrast, extrinsic motivation occurs when people engage in an activity because of the benefits and rewards associated with doing so. These incentives can be tangible (for example, salaries, wages, and bonuses) and intangible (for example, recognition and promotion). Extrinsic motivation can also arise from organizational cultures that use pressure and threats, that is, workers participate in an activity to avoid punishment. Change also has a big impact on motivation, productivity, and job satisfaction. In reality, motivating the workforce is an extremely complex task because there are many different factors, each of which is subject to change, that affect the level of motivation of each individual. What motivates one person does not automatically motivate another, for example; the threat of redundancy can be both a motivator and a demotivator. For some people and cultures, the fear of losing their job can drive them to make sure they keep their jobs. For others, insecurity does not motivate. Cultural norms also mean that some people are better suited to a scientific management system, such as unskilled workers in a manufacturing plant or fast-food chain. Therefore, managers must weigh the costs of using various motivation methods (eg, benefits-related pay) against the expected benefits (eg, increased productivity). Some managers see no value in using nonfinancial motivators for those who don't want responsibility or lack skills and ambition.