With the specific focus on whether or not knowledge of achievement motive would be of any value to expatriate managers in Madruga’s Singapore subsidiary, the report will argue that even though it is of value, the said value can only be realized if pre-existing achievement motive knowledge is adjusting to correspond with the culture in question.
Worker motivation can be either internal, brought about by the personal interactions with his own set of beliefs about what will satisfy his needs, or external, brought about by interactions with one's environment. Motivation can result from something as complex and volatile as how a person's attitudes were formed in the womb and in the crib, to how a supervisor uses language and the meanings of words in describing tasks and providing feedback (Sullivan, 1988). In reality, it appears that the dynamics that move a worker toward particular activities come from a constant interaction between both internal stimuli and external stimuli.
Concurring, Vroom (1964) indicates that managers must understand the principles of motivation, and, in fact, must create the right kind of motivational environment, in order to ensure that employee activities result in preferred organizational outcomes. This fits very well with Maslow's suggestion (1954) that in order to determine human needs and identity, it is necessary to set up special conditions that foster expression of these needs and capacities.
Issac, Zerbe, and Pitt (2001) agree, suggesting that organizational leaders must determine their follower's interests, aspirations, and goals of both a short and long-term nature and creativity frame the organizational vision in such a way that the follower perceives congruency between personal and organizational ends. Gellerman (1963) goes so far as to describe managements "great task" as shaping the environment into a stimulus instead of a suppressor.