This article peers into some of the myths and misconceptions in current management practices in motivating technical professionals. A questionnaire survey was carried out on 376 development engineers. The foregoing analysis clearly suggests that engineers in industry are generally dissatisfied and largely demotivated. It also emphasizes the importance of sound managerial practices that enable the organization to establish appropriate reward systems, to understand engineers’ expectations as technical professionals and to provide them with task-related motivational tools fostering challenge and flexibility.
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