I would state that managers implement their own management decisions, using in practice the basic principles of motivation. In OB theory, motivation is seen as the process of motivating, stimulating oneself or others (individual or group of people) to purposeful behavior or performing certain actions aimed at achieving their own goal or the goal of the organization. The essence of motivation can be defined as the forces that force people to behave in a certain way. It may also be perceived as the willingness of people to make every effort to achieve organizational goals due to the ability of these efforts to meet a particular individual need. Characteristically, motivation meets two conditions: meeting individual needs; attain organizational goals. These conditions can and should be completed as fully as possible.
In particular, when a manager faces high turnover rates, they may figure out the reasons for such state of the art by applying Maslow’s hierarchy of needs. After the unsatisfied need is identified, the manager can take the necessary actions to motivate the employees by giving them opportunities to satisfy this need. Then, by using Vroom’s expectancy theory, managers may ensure that the employees will get involved in the achievement of goals if the staff will understand that their efforts will have the expected outcomes – like increased salaries or promotions. The third example is the utilization of Adam’s equity approach – when employees feel that they are treated equally, this results in a considerable degree of motivation to accomplish goals to maintain the existing working environment.