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This case study highlights the complexity of managing high performers. It raises the issue of motivation and suggests that a competent manager needs to understand how different motivational tools are required to motivate different kinds of employees. Within motivational theory there have been several demonstrations that giving an external reward for a task reduces intrinsic motivation. As this case shows us, one explanation of this is that the subject attributes engaging in the rewarded task for the reward rather than to the ''intrinsic value'' of the task. Furthermore, this case study also highlights what has been suggested by several studies: that managers are not as good at judging employee motivation as they think they are. Managers tend to think those around them are more motivated by extrinsic rewards like money and less so by intrinsic motivators like meaningful work. Yet research has shown that this widely held assumption is false. The case also explores the impact of organisational politics and ambiguity, and organisational structure and culture on the motivation of employees.