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Q4: Intrinsic needs: Providing challenging work,

Fostering a positive work environment, recognising and valuing employees contribution.

Q5: Financial rewards: Competitive salaries and performance-based bonuses. Ensuring financial stability for employees during challenging times.

Non- financial rewards: Employee care initiatives , provide opportunities for promotion and professional growth.

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Intrinsic vs Extrinsic

• Intrinsic Motivation: Increased under Jin’s leadership. Employees were empowered, found meaning in their work, and were motivated by achievement and personal growth.

• Extrinsic Motivation: Present through improved financial rewards, praise, promotions, and job stability.

This mix of both types led to higher engagement and performance.

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Jin’s leadership clearly implemented elements of Herzberg’s motivation-hygiene theory:

Hygiene Factors (prevent dissatisfaction):

• Salary and job security remained important.

• Working conditions improved.

• Better supervision and communication were encouraged.

Motivator Factors (drive satisfaction):

• Achievement: Employees were trusted with more challenging tasks.

• Recognition: Good performance was acknowledged and rewarded.

• Responsibility: Vertical loading gave employees real authority.

• Growth: Opportunities for advancement and personal development.

Herzberg’s theory highlights that hygiene factors alone are not enough—Jin’s success came from focusing on both hygiene and motivators.

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Jin introduced several organizational changes that enabled employees to move up Maslow’s hierarchy:

• Social Needs: More collaboration and team working practices were promoted.

• Esteem Needs: Employees were praised, promoted, and given responsibility, fulfilling internal and external esteem (e.g. appreciation, status).

• Self-Actualization: Through empowerment and job enrichment, employees had chances to grow, innovate, and fulfill their full potential.

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Tsingtao was characterized by a rigid, bureaucratic system. The motivation of employees was limited to the lower levels of Maslow’s hierarchy:

Unmet Needs:

Social Needs: Some degree of teamwork and social belonging likely existed, but in a limited, hierarchical structure.

• Esteem Needs: Little opportunity for recognition, autonomy, or promotion. Decisions were top-down, limiting confidence and independence.

• Self-Actualization: No space for creativity, personal growth, or innovation. The structure didn’t encourage ambition or development.

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Q1) Maslow -  Explain which needs were met at Tsingtao before the changes ( i.e. under state controlled leadership)

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Q1) Maslow -  Explain which needs were met at Tsingtao before the changes ( i.e. under state controlled leadership)

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Q2) Explain how the organisational changes made during Jin’s leadership relate to the different needs in Maslow’s hierarchy?

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Q2) Explain how the organisational changes made during Jin’s leadership relate to the different needs in Maslow’s hierarchy?

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3) Herzberg’s two factor theory –  Discuss if hygiene factors or motivator factors are considered under Jin’s leadership?

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3) Herzberg’s two factor theory –  Discuss if hygiene factors or motivator factors are considered under Jin’s leadership?

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Q4) Are intrinsic or extrinsic needs met for employees or leaders at Tsingtao?

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Q4) Are intrinsic or extrinsic needs met for employees or leaders at Tsingtao?

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5) Are financial rewards or non-financial rewards considered at Tsingtao?

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5) Are financial rewards or non-financial rewards considered at Tsingtao?

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6) Has job enrichment and  job empowerment been developed. Examples from the case study and how does this work?

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6) Has job enrichment and  job empowerment been developed. Examples from the case study and how does this work?