Trust and confidence in employees greatly empower them, making them motivated to collectively bring the company to significant progress. In operational terms, this simply means endowing the people with measurable accountability of tasks. They are adults, after all. This mandated individual accountability brings about a sense of responsibility in each and every member of the company. At the very least, tasks are completed efficiently, and these concretely translate into positive results for the company’s bottom line. The motivation and empowerment given by the leadership to company employees can lead the company to unimaginable heights of achievement.

The importance that each and every employee now feels results in what are called the intrinsic rewards of self-esteem, sense of accomplishment, and the feeling of cooperative growth and personal development of special skills and talents within the context of the company and the tasks involved (Beswick, n.d.).

The growth of the company that the motivated workforce produces turns around to benefit the workforce itself. Because growth results in positive improvements on the company’s bottom line, the extrinsic rewards also grow exponentially, commensurate to company growth. Profits are used so that salaries can be promptly hiked and employee benefits improved.

In this scenario, the employees’ higher and lower needs are considered and addressed. Abraham Maslow’s Hierarchy of Needs Theory is unwittingly at play. The basis of this theory is that human beings are motivated by unsatisfied needs, and that certain lower factors need to be satisfied before higher needs can be satisfied. The lower needs that are psychological, survival, safety, and acceptance need to be fulfilled first before the higher needs of esteem and self-actualization can be addressed (Deepermind, n.d.).

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Via Abraham Maslow