I'm happy to see you here in module three. Remember that the goal of this course is to write a foundation for managing human resources. So I'm trying to build some blocks as a foundation. In the first module, we looked at alternative approaches to managing human resources. In Module 2, we looked at what makes employees work and we started with money. Now in this module, we wanna add another building block and continue to look at what makes employees work, we wanna look at non monetary motivations. So looking at the fact that work is more than money, at least for a lot of employees. And then in the last module, the final block will be looking at people managers as part of a complex system. Now, in the previous module, again, I emphasized that to motivate you workers, you need to understand why they are working, and what does work mean to them. We started this discussion by looking at, perhaps, the most obvious reason that people work, they need the money. And this is important because after all, people do work for the money. And as Donna Summer sang in the 1980s, they probably work hard for their money, but it would be a big mistake to stop there and just assume that people only work for money. In the beginning of the previous module, I quickly indicated other reasons why people might work. Such as your self-esteem or serving some other role in society. This module spends more time exploring non-monetary reasons why people work. Okay, still not convinced that people work for more than money? Well think about lottery winners. Think about people who win millions of dollars in the lottery. Research shows that 85 to 90% of them still work. So work must be about more than simply money. And as society, we should be grateful that work is more than about money. In addition to providing a means of survival, work allows us to build permanence, and culture in an otherwise harsh natural environment. Let's not over-simplify. Yes we need to move beyond money as the sole driver of work, but this doesn't mean money is not important. It is an economic motivator for some workers as described in the previous module. And for individuals who aren't as economically oriented, pay can still be important when it's interpreted as a signal of one's own self worth or the extent to which the organization values somebody. This gets very complicated and you need to be on your toes as a manager. So to conclude I wanna return to the opening video from the previous module where I emphasize that workers can have diverse reasons for working. I'll say it again, workers can have diverse reasons for working. If there's only one reason, you can probably rely on your HR professional to figure it out for you, but with so many different reasons, you as the manager need to figure out what makes each of your employees tick. Now to emphasize this point, I'm gonna do something that can be hard for an academic. I'm going to give somebody else the last word. >> The one thing that I always like to say to managers of people is find out what motivates your people. And it's not one thing, it's very individualistic. And it serves you well if you know what motivates each of your team members.