December 2009). Researchers from various organizations unequivocally agree that managers can use an employee's intrinsic motivation to obtain maximum performance from that employee and support him in achieving his personal career goals, as stated by (George N. Root III 2016). According to (Thomas, K) managers should help their employees understand the self-management process which involves four steps to increase intrinsic motivation. These steps can perhaps be defined as a sense of meaninglessness, of choice, of competence and as a sense of progress. One of the successful strategies that managers can consider is to clearly define the strategic visions and goals set by an organization. Furthermore, by providing a broad view of the company, managers demonstrate a warm sense of worthlessness to an employee that makes him feel like there is an opportunity for him to accomplish something of real value, something that matters in the big picture, as stated from (Thomas, K 2009). Additionally, managers should make employees feel as if their job is a choice, not a requirement, in order to encourage them to demonstrate an intrinsic desire to perform better. However, some organizations point out that managers may experience numerous problems in increasing intrinsic motivation. For example, an intrinsically motivated employee will only be able to perform a particular task if “it is interesting, challenging, and has personal meaning based on the satisfaction he or she receives from performing the task itself” (Giancola, 2014, p. 25). Essentially, managers would face problems with increasing an employee's performance when an extremely vital task has been assigned to the employee who has no interest in performing the assigned task. Even if in my mind,