【正文】 on is lacking applicability. It is hard to believe that an employee operating only on intrinsic motivation will perform tasks in the interest o a pany for a period of time. In order to prove this point of view we take a look at Malov`s theory.According to Maslow39。s pyramid individuals will be motivated in the first phase of basic needs (needs such as food, clothing, security), those on the first two levels of his pyramid. Only after these two needs will be satisfied they can advance. In an attempt to meet these two basic needs, individuals will be attracted to extrinsic motivations. Later, after satisfying the first two levels, they will advance. Only in this second phase they will present a greater openness to intrinsic motivation. It is worth mentioning that in this second phase they will have to maintain the first two needs at an optimum level of satisfaction, therefore they will maintain a certain sensibility to extrinsic motivation (Maslow A., 1970). Gluxberg used in the experiment subjects, who most likely had past the first three levels of the pyramid, therefore they were not affected by strong constraints such as lack of food or security.If we were to superpose the two theories, that of Maslow and Gluxberg we get a more plex scenario, which would be more realistic. Individuals in the first phase will be very sensitive to extrinsic motivations, once these needs on the first level of Maslow39。s pyramid are met, their sensitivity will change to intrinsic motivation (this sensitivity will vary in direct proportion to the level attained in the hierarchical pyramid). But after this shift, the sensitivity for intrinsic motivation will vary depending on the plexity of tasks individuals have to perform. A graphical representation is depicted in graph 1 and graph 2.Also, an employee can carry out activities with a medium or high level of creativity only when his needs are located at least at the third level (or higher) on Maslow39。s pyramid. In the motivation process it is very important to take into account the specific work undertaken. Employees are extrinsically motivated (rewards) and for those carrying out a plex task which requires cognitive and creative functionsit is remended the use of intrinsic motivation, extrinsic showing multiple limitations. Gluxberg39。s conclusion is a bit naive and inappropriate application (for cognitive and creative activities to relate to intrinsic motivation, extrinsic ones having a negative effect), but bined with Maslow39。s theory, it takes on a new dimension that can have great practical utility.STUDY CASETo demonstrate the functionality of the above principles, we conducted a study on a pany with 60 employees. We chose a pany that has two divisions: automotive service (35 staff) and an auto sales (25 employees), the choice was based on the consideration that the service division performs tasks does not require much cognitive and creative functions (vehicle diagnoses being provided by a puter, other operations being described by the vehicle service manual), and the sales unit witch perform opposite task, they must be very creative in direct marketing, addressing customers so as to persuade them to opt for products distributed by the pany. Another consideration on which this pany was chosen is the forms of motivation applied. In table 1 these forms of motivation are enumerated.It is worth mentioning that the pany allocates similar resources for the two forms of motivation (graph 3).Within this pany a survey was conducted among all employees, trying to determine the effectiveness of various forms of motivation. Employees were applied a questionnaire which contained several questions, one section include a list of all forms of motivation applies, they were asked to tick a degree of effectiveness for etch one, from their point of view. The results of this query support Gluxberg theory, the employees from the sales department have agreed intrinsic motivation is more effective than extrinsic motivation, while those in the service department had a reverse reaction.If we were to relate only to Gluxberg`s theory the general motivation of employees from this pany should be low, due to the fact that this pany applies the two forms of motivation equally. But the same survey also had a section to quantify the overall motivation of employees (graph 4).As shown, Gluxberg`s theory is not valid in practice. The experiment studied motivation isolated from other factors. If we were to relate the conclusions derived from overlapping Gluxberg with Maslow39。s theory, the results are validated. The pany applies the two forms of motivation (approximately equal) and obtains a relatively good motivation (approximately 75% of employees).As a possibility of improving employee motivation in this pany, it is remended to easily apply the two forms of motivation distinct among the two divisions (graph 5). It39。s hard to say which would be optimal。 it must be found by repeated tests.CONCLUSIONSThe results of a series of experiments conducted under controlled conditions are not always appropriate to be applied in practice, these experiments provide very important contributions, but they should be correlated with both existing theory and the issues identified in the panies. Gluxberg39。s experiments have made very important contributions on forms of motivation that should be applied in modern society. But, the solutions given by his experiments, can`t be applied in practice, they are not taking into account all the factors that act on an employee. If his conclusions are related to existing theory they bee feasible, consequently, suited to the situation found in panies. Managers must take into account the situation of employees, the needs that they show (placing them on a certain level of Maslow39。s pyramid), but also the specific work performed by them (involving cognitive and creative activities or not). Following these findings, managers are able t