ONE of the biggest challenges besetting work organizations has always been in the human capital domain of motivation and work productivity. Since the Industrial Revolution of the 18th century, a wealth of studies have been devoted to theory formulation and social research in finding the “holy grail” for achieving optimal work performance and employee satisfaction. Management has pumped millions in budget to address employee needs by providing improved compensation and benefit packages, developmental training and Organizational Development (OD) interventions, comprehensive health and safety programs, and a healthy balance of work-life experience. The measures are implemented on the assertions that satisfaction of employee “needs” leads to a motivated work force capable of achieving peak and efficient process output. Notwithstanding, there has been no letup to nagging human resource issues such as high turnover, low morale, increasing customer complaints, and discordant industrial relationship. Is there an arcane frontier that remains to be explored and mapped out in dealing with employee motivation?