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The manager in today's work environment holds the key to two doors: one that motivates employees and the other that inhibits their motivation. The effective manager understands that using the right key, motivation, leads to a more productive and efficient workplace. Indeed, the manager's job is to utilize employee potential in order to get tasks completed in the workplace ("Employee Motivation," 2005). Unfortunately, motivation is often misunderstood by the manager and rarely is motivation practiced in the manner that it was intended ("Employee Motivation," 2005). As mentioned in Employee Motivation (2005), the primary benefit to the manager for using motivation is that motivated employees are both more productive and creative on the job. This implies that today's modern manager must use motivational techniques in the workplace to obtain the greatest benefit from his/her valuable resources, the employees of the company. Most importantly, the modern manager needs to gather a comprehensive understanding of both the principles and application techniques used to effectively motivate employees.

Interestingly, Erven & Milligan (2001) explain that the majority of employees prefer to be motivated (p. 1). However, the many characteristics of motivation theory and practice can seem onerous to even the most educated manager. To break down motivation theory, Erven & Milligan (2001) explain that underlying motivation is the desire of employees to have their needs satisfied, but it is also important to keep in mind that motivation does not rectify all performance problems (p. 2). Erven & Milligan (2001) argue that synergy between the employer and employee is necessary for motivation to take place, which means that the employer and employee achieve greater gains working in unison compared to working separately (p. 3). Managers must allow a "top down" and "bottom up" system in the workplace, where they culture ideas from employees and follow through with praise for employee ideas.

Rewards serve as excellent motivators for employees, but it is important that managers reflect on findings that monetary rewards do not always act as the greatest motivators for employees in an organization ("Employee Rewards," 2005). Interestingly, it is explained in Employee Rewards (2005) that rewards should be meaningful and also vary with the employee's performance so that they are specialized for each employee. Ensuring employees receive unique rewards makes them meaningful and gives

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