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made me change my attitude toward my role by not giving my 100 percent best. “One of the most unique aspects of ERG theory is its allowance for frustration–regression in how needs become activated” (Uhl-Bien et al., 2014, p. 102, para. 2). I needed the financial security of a position in order to alleviate other costs and expenses; that was why I took the job. At this stage, I was in the "existence needs" of the model. So, I requested a pay raise from the managers or else would leave the position for another company. The managers know how valuable I was to the company; they quickly boosted my motivation with incentives and financialbonuses. Since my needs are driven by the need for basic material necessities, incentivizing my work in this domain could increase my motivation to continue what I do.With the same company, I thrive on interpersonal connection and the acknowledgment from others, so my needs were in the "relatedness" sector. I found greater motivation because I receive more recognition from the management by placing me in different positions and departments where my interpersonal needs or strengths were validated; as a result, I was hugely motivated to perform better and maximize output at the job. Besides, the company kept constructing avenues of professional growth and development, which could enhance the work motivation for employees as it fits their needs. That is when the needs for reflective "growth" comes to play. Because it got to a time I started looking at my job as a vocation and seeking to advance within it by taking short courses and trainings; as a result, I have continued to grow both personally and professionally since I know that I can take care of my needs and wants.ReferenceUhl-Bien, M., Schermerhorn, J., & Osborn, R. (2014). Organizational behavior(13th ed.). Retrieved from