(a) The Basic Motivation Model interconnects both causal concepts and the intrinsic relationship between them. Every employee within the company will have a well-defined set of internal needs, motives and objectives. These were probably in place by the time he applied for the position within the company, but it is also likely that he will have acquired several more within the company, as soon as he realized how things worked.

             The internal needs and objectives of the employee give way to a certain type of behavior or a set of actions that characterize the respective individual within the company, may it be related to his performances or to his social actions and his relationship with fellow colleagues.

             The actions he performs allows the employee to fulfill goals which bring him the satisfaction related to the workplace. This means that his actions need to be stimulated in such a way that he will be provided with satisfactory incentives bringing him close to the original objectives he had at the time he entered the company.

             It is at this point that the employee may discover new needs and objectives within the company, as soon as some of the others have been fulfilled (promotion is a good example in this sense: as soon as he is promoted to a new position, the employee will begin to make plans about achieving the subsequent position within the company"s pyramid).

             A leader within the company will need to adapt his cultural perception and inner values in order to best approach the individual needs of the employee. In many ways, it is the duty of the leader to find both the right incentives and the right approach towards his employee and the constant means to further motivate him in achieving the best performances within the company1.

             (b) Darley"s Law stipulates that in any company whether performance, as well as the afferent rewards and punishments, is measured using quantitative measures is likely to turn out, at some point or other, ethical problems.