motivation in workplace essay

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Motivation in the Modern Workplace, Essay Example

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Introduction

As the concern of increasing productivity through improved employee performance has been there for ages, most companies currently pay more attention on the factors that can lead to such achievements. This translates to encouraging the employes to perform exceptionally through motivation. Motivation may be defined as the psychological method that leads to the achievement of direction, arousal, and persistence of voluntary activities that lead to accomplishment of pre-determined objectives. Examples of motivations include incentives, work place promotions, and rewards. Numerous motivational theories help businesses in encouraging workers put more efforts and hence exploit their full potential in meeting of goals and objectives. These theories suggest factors that result to job contentment. The following essay investigates factors that lead to motivation in modern work places, their impacts, and differences between motivated and unmotivated work places performances.

Motivational theories endeavor to explain what makes people behave in a particular manner in the work place. The theories also explain what makes some workers to work harder than others do or why some workers are more committed than others in their work. The study of the theories by managers enables them to understand how they can motivate employees so that they can perform at their peak levels. Application of these theories in the workplace can improve your leadership skills (Buch et al 2014, p. 20).

Setting of Clear and Reasonable Expectations

The utilization of reinforcement to motivate employees in the workplace should be a positive experience for both the worker and the manager. Failure to set clear and reasonable expectations often frustrates employees and reduces their tendency to behave in the right manner. For instance, imagine a situation where the employee was not told to do better without further details. The employee might end up guessing what the boss meant, yet he would not have adequate information to make positive changes without further additional feedback. Moreover, rewarding only the difficult or impossible tasks may result to anger or a sense of helplessness and therefore leading to worse performances than even before the reinforcement program (Hülsheger et al 2013 p. 12). Expectation of absolute perfection in tasks or consistent excellency in sales, for instance, can be considered unreasonable and may lead to increasing errors as well as declining sales as the employee gradually gives up.

Identification of Strong Motivators

Working along with employees in the identification of personalized motivators or reinforcement is more likely to motivate employees to produce the desired results. For instance, a single childless employee may not work very hard to earn a week off free babysitting, or a vegetarian may not appreciate a gift certificate to a steak house. On the contrary, the employee can work very hard past the manager’s expectation pursuing to earn a reward that he or she has chosen. However, if permitting employees to choose seems impractical to the manager, the manager can consider offering a range of rewards from which the employee can choose from in case they meet the required conditions (Hülsheger et al 2013 p. 45).

Encouraging Desirable Behaviors and habits

The desire of most managers is to encourage their employees positively. They endeavor to develop positive employee behavior such as punctuality, quality production, as well as strong teamwork. In accordance to the reinforcement theory, choosing the most appropriate positive attitudes to target at a time as well as the application of positive reinforcement techniques focusing on the elimination of negative behaviors is expected to turn undesirable negative traits into better working traits (Barrick, et al 2013 p. 34). The extinction of undesired employee traits results from the presence of positive reinforcements, which encourage the employee rather than punishment that discour5ages the employee. This means offering employees with incentives when a work or exceeds the managers expectations, positive reinforcements, as well as concentrating on the elimination of the negative traits. For instance, a manager may decide to offer a bonus for sales in excess for his or her weekly target, a long lunch break for meeting the target sales as well as a standard lunch.

Effective Use of Reinforcements

Careful Timing of reinforcements because of different strategies yields a range of results. Rewarding a positive behavior, such a good performances, every time it happens will consistently result to excellent performances. Nonetheless, rewarding the same positive occasionally also yields even better outcomes as the workers work harder in pursuit of the reward, consequently this leads to the lasting change of behavior (Barrick, et al 2013, p. 10). Irregular reinforcement also enables winning of the employees away from his or her dependence on reinforcements and hence turns the desired behavior into habit overtime. However, future reinforcement endeavors can target different behaviors with the expectation of even better results generally.

Significance of motivation to performance

In the competitive modern world of business every company wants to outdo its rivals, this is achieved through better performance than competitors. This is first attained by having the right workers in the right job. This is one factor of motivation as people to perform best in the things they love to do. For example, a social person can do better as a sales person than an unsocial person can. Motivation of workers provided by the management team enhances both quantity and quality of performance (Gillet, et al 2013, p. 21).

The connection between performance and motivation is that contented workers perform better and hence high productivity. Therefore, improved productivity is one of the significances of motivation in connection to employees’ performance. Moreover, the higher the employees are motivated, the higher the productivy in addition to quality improvement in the production process.

In addition, motivation leads to consistency, speed, and effectiveness of work processes and production. This led to high performance and production rates and, therefore increases the competitivenss of the company in comparison to others. The motivated employees work harder and smarter as they identify themselves with the organization’s goals and target (Gillet, et al 2013, p. 11).

Comparison between employees’ motivated and unmovited companies

A highly motivational company such as the Starbucks has a very high and efficient performance that can be attributed to the fact that the company is a motivator to the employees. In the company, the employees are referred to as partners. This encourages then to identify themselves with the company’s goals and hence worke towards them. Moreover, Starbucks’ “just say yes” slogan motivates workers to do their best in all areas ranging from production to customers’ satisfaction and hence high performance. Besides, through its “partner” spirit of worker, the employees are motivated to perform well as there are chances they will one day become stakeholder. Therefore, the association and motivition provided by the  company to employees has improved performance, productivity, and profits. On ther hand, a company that does not motivate employess lead to low morale at the work place. Therefore, the worker do not have the desire or drive to work towards the goals of the organization. This results to company failure as the coordination of the workers is shawdy and the employees distance themselves from the company needs.

In summary, performance of businesses are positively influenced by motivation of worker. The approaches of the workforce towards the company and identifying with its goals are primarily triggered by having them motivated through various processes. The motivated employees are seen to put more efforts in production than the unmotivated ones, and hence the qwuantity and quality of products are improved. Consequently, the business is capable of meeting customers’ needs with better quality commodities than their competitors’ products.  Moreover, because of increased efficiency and speed in production, the company is able to produce high quality commodities and services at lower costs than their competitors and hence improving their relative competition.

Bibliography

Gillet, N & Gagné, M & Sauvagère, S & Fouquereau, E 2013, The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees’ satisfaction and turnover intentions, European Journal of Work and Organizational Psychology , 22 (4), 450-460.

Barrick, M & Mount, M & Li, N 2013, The theory of purposeful work behavior: The role of personality, higher-order goals, and job characteristics, Academy of Management Review , 38 (1), 132-153.

Hülsheger, U & Alberts, H & Feinholdt, A & Lang, J 2013, Benefits of mindfulness at work: The role of mindfulness in emotion regulation, emotional exhaustion, and job satisfaction, Journal of Applied Psychology , 98 (2), 310.

Buch, R & Kuvaas, B & Dysvik, A & Schyns, B 2014, If and when social and economic leader-member exchange relationships predict follower work effort: The moderating role of work motivation, Leadership & Organization Development Journal , 35 (8).

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Work motivation: what it is and why it is important

It is easy to believe that motivation is a feeling that shows up when we need to perform, leaving us waiting for that magical sensation to appear. When it doesn’t, we’re left to blame all of our missed deadlines or wishes for the lack of it.

So what is motivation?

What is motivation?

Motivation is the driving force that propels us toward something we need or care about. It could be as small as a dry throat motivating you to get a glass of water to calm your thirst. It could be as big as a commitment to a friend to do an Ironman together motivating you to swim in the bay before dawn every day. In this way, motivation is a force that spurs us to action and to see things through to completion. 

Motivation is how we get things done when we have an objective we care about. That sounds logical and easy, except that we are also exceptionally good at losing motivation, even when we know we need something.

Types of motivation

Though there are many types of motivation , they generally fall under one of two categories: intrinsic motivation and extrinsic motivation.

Extrinsic motivation

Also known as “carrot and stick” motivation, extrinsic motivators are external . They can be rewards such as money, or avoiding negative impact such as losing your job. With extrinsic motivation, we have little to no control over the  positive or negative consequences themselves. But we are motivated to manage the areas we do have control over to either gain or avoid these consequences.

Intrinsic motivation

When we are intrinsically motivated , we complete a task for the enjoyment or feeling of satisfaction we get from doing so. Unlike extrinsic motivators, this type of motivation is not rewarded by external factors. The benefits of employing intrinsic motivation in the workplace include higher levels of employee satisfaction and lower turnover rates.

Why is motivation important in the workplace?

On the surface, the impact of a well-motivated workforce is clear. Motivated employees are more productive. As we mentioned above, though, it goes further than that. Aside from the effectiveness of your teams, motivation is also shown to drive retention and improve company culture. 

Let’s break down the ways a motivated workplace benefits both employees and the business.

How motivation benefits the organization

• Meet and exceed the company’s goals. Without a motivated workplace , companies could struggle to deliver on promises to customers, fail to execute daily operations, and let opportunities for the future slip away--talent will avoid demotivated workplaces.
• Higher productivity. Happy employees experience 31 percent higher productivity. Improved employee satisfaction which can lead toward a positive growth for the company.
• Championship. Motivated employees are often emotionally connected to their companies. Emotionally connected employees are 3 times more likely to become brand ambassadors.
• Delighted customers. Workers put in extra effort leading to more output and better solutions. 
• Quality. Quality improves as staff take a greater pride in their work.
• Committed, experienced employees. A motivated workplace leads to higher level of staff retention and reduced turnover.

How motivation benefits the individual 

• Self-efficacy and confidence in one’s ability to succeed at challenging work tasks
• Increased proactivity and creativity
• Optimism and positive attributions about the future of one’s career or company
• Hope and redirecting paths to work goals in the face of obstacles
• Resilience in the workplace and bouncing back from adverse situations

How meaning impacts motivation

Motivation is all the factors that encourage individuals to be committed to and interested in doing something over time. The feeling of intense interest and desire to act can be momentary. It lets you know you are going in the right direction, but the different aspects that drove you to feel that way are the ones that will maintain your actions. 

These factors can be different from one person to another. Find them by answering these questions:

• What do I value?
• Why do I value it?
• What makes me feel vital?
• What makes me feel committed?
• What makes what I am doing purposeful? 

In coaching, I have come across many people who didn’t feel motivated at work. The first symptom was a sense of loss of meaning. So when we face demotivation in the workplace, we need to start by asking what the value behind the task is.

Motivation is highly related to the meaning we assign to what we are doing. Many times that meaning is not related to the immediate results of our work or to the specific task. We assign meaning based on a larger outcome or bigger purpose we see in the work. 

For example, you can feel passionate about building your own business but also dislike marketing activities. You might be highly motivated to do unpleasant marketing tasks because you know how much your business growth will depend on them. Connecting the task of promoting your business to your goal of growing it, and reminding yourself of that connection, can keep you going with better energy and attitude. 

When employees don’t feel as committed or connected to part of something important , when they can’t relate to the mission of the company or simply can’t see the importance of their role at a bigger scale, they often lose motivation.

Most common causes of workplace demotivation

Some of the most common demotivators at work are fairly mundane and even trivial. They seem addressable but the degree to which they are experienced is symptomatic of a larger disconnect in purpose , meaning, and values.

• Micromanagement
• Lack of progress or growth opportunities 
• Job insecurity 
• No confidence in company leadership
• Poor communication
• Unpleasant coworkers
• Boredom  

Although all of these factors are huge motivation killers, they are likely to affect us less when the person feels a deeper connection to what they do.

Notice also what isn’t on the list of demotivators:  “difficult projects,” “ambiguity and uncertainty,” “long hours,” and “high expectations.” Although these factors can create stress for the individual, it is the type of stress that facilitates growth and learning . As long as the work or outcome is somewhat interesting or important to the individual, challenges, complexity, and stretch assignments tend to be far more motivating than easy or predefined work.  

Tapping into individual motivation through curiosity, desire to make more impact, and inclination to connect with others on something larger than themselves creates a vitality that benefits both the organization and the individual.

How to increase self-motivation at work

1. renew your motivation.

Motivation needs to be refreshed , sometimes daily. When we don’t get an immediate reward, or experience pleasure by avoiding a tedious task, it is important to remind ourselves why what we are doing is relevant or contributes to something more relevant. How? Take it to the next level and always find the bigger purpose. Focus on quality

2. Be aware of the value of your work and what it reflects about you

Take pride in your craftsmanship, even when the situation prioritizes quantity--make your work the best it can be in the circumstances. Many times, we set countable goals, such as finishing 20 invoices. When we do so, we focus only on reaching the number and are less likely to pay attention to what we are doing and enjoying the process. 

3. Let role models inspire you

Having someone we look up to can be a powerful way to get motivated. However, it can also be frustrating if we only focus on what they accomplished and forget the HOW. Don’t envy the person; don’t idealize. Learn more about what took them where they are and let them inspire you. Whether they are a co-worker or a famous CEO, learn their stories.

4. Organize your goals

It may seem obvious, but sometimes we forget to break down our goals into manageable actions . Smaller, frequent wins can create momentum as long as they are meaningful and clearly point toward the longer-term objective. Especially when we have too much on our plate, we tend to lose focus of what and why exactly we are doing things. To stay connected to your goal, you must have a clear vision of how every step you take is taking you closer. 

5. Harness your self-compassion

Few things can diminish motivation faster than self-doubt and negative self-talk . We cannot get everything right all the time. So try to be kind to yourself when mistakes happen.

How to motivate employees

Keeping yourself motivated is its own challenge. Trying to motivate employees and teams is quite another. It takes a specific skillset and the ability to leverage a variety of leadership skills. Here are eight tips for motivating your team through both uncertain and more predictable landscapes.

1. Demonstrate interest

Ask, listen, and deliver. If you want to motivate a team member, ask them what they care about. What do they need to feel included? For your employees to feel heard, it is not enough for you to ask questions but to actually listen, provide feedback and demonstrate with actions that you take into account. 

2. Coach and support

When employees don’t need to worry about controlling the perceptions of managers and colleagues, they are more likely to openly ask for feedback and provide feedback. The energy of freely working together without politics or maneuvering is incredibly rewarding and motivating. Coaching leadership and context support, promote psychological safety in the workplace. This allows you to create a trust-based relationship with your employees, thus increasing satisfaction and motivation for both sides. 

3. Value individual and team contributions at a broader level

Raise awareness of the impact each team member has at a bigger level by talking about how their work influenced the management goals, for example. How is every role related to accomplishing the company’s mission? Ask them questions that generate reflection and facilitate a broader view of how their actions impact and contribute to the global operation of the company.

4. Build a positive work environment

Both motivation and demotivation can be contagious. Create a positive environment by setting an example. Say hello to everyone, ask them about their families, make jokes, bring appetizers to the meetings, and be vigilant about maintaining your own authentic enthusiasm and motivation. It is okay to dip or be discouraged occasionally, but model for your team how you continue to find your own motivation.

5. Be aware of your employees and their well-being within the company

Encourage your team members to work together and support each other. Help them see how they can benefit from learning from their colleagues and coaching each other, with healthy competition.

6. Empower your employees

Trust them and motivate them to take some initiative. Allow them to bring ideas and give them the freedom to make decisions without having to consult you, always leaving the door open for questions and coaching. Invite them to the planning and goal-setting process . 

7. Address employees' quality of life

Support work-life balance by knowing your employees and letting them put their family and health as a priority. If someone asks to arrive late to attend their daughter's recital or to attend a medical appointment, say yes. Thankful employees are more likely to overachieve.  On the other hand, make sure that the demands are challenging enough to avoid boredom but feasible enough to allow your employees to have a life after work. 

8. Invest in career pathing

Make every step meaningful. Whether to learn or to apply for a promotion, your employee should feel that everything they are doing will translate into growth, experience, and mobility . Make sure you have talked to them about their future and to coach them into turning work into a learning process that feels meaningful.

Am I motivating my employees enough?

One of the best ways to measure the effectiveness of your motivation techniques is by frequently asking yourself some questions about your team:

• Are they taking the initiative?
• Are they united as a team?
• Do they provide feedback?
• Do they show interest and engagement during meetings?

Other, more traditional, ways to measure motivation can be informative but are often lagging measures. By the time you see them, it’s too late. However, they can still provide insight that helps you understand the full picture.

How to measure work motivation

These formal ways to understand and shape motivation include:

• Performance reviews . They will not only allow you to measure performance but to motivate them by going through the details of what is working for them and what isn’t. They are also a great opportunity to talk about the impact of their work and understand what they value and what makes them feel motivated. 
• Employee motivation and engagement surveys . When anonymously answered, they tend to be a great reflection of the workplace environment. Combining a quantitative questionnaire and some open questions will allow you to pick up a good sample of what your employees' motivation and engagement stand at.
• Employee turnover and absenteeism. Are you having a high rate of employee turnover or absenteeism ? These two important metrics raise flags that reflect the motivation and satisfaction of our workforce. 

Sustaining workplace motivation

Measuring your employee motivation and your own level of drive at work is the first step. Once you have a baseline, you can put some of these initiatives into practice to embrace a culture of motivation. Though workplace motivation is not a constant –– everyone has tough days –– being mindful and proactive in your approach will set you and your team up for long-term success.

Thrive in your workplace

Connect with our Coaches to build stronger workplace relationships and cultivate a culture that drives success.

Paulina Cal y Mayor Galindo

BetterUp Fellow Coach

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Understanding the Power of Intrinsic Motivation

• Stefan Falk

You can use it to unlock your potential.

At some point, we all are assigned to work that we find tedious and unchallenging. If we don’t figure out how to turn these tasks into interesting and challenging problems to solve, we’ll struggle to complete tasks in a timely and reliable manner, sabotaging our own success and growth at work. One skill that can help you do this is intrinsic motivation, or the incentive you feel to complete a task simply because you find it interesting or enjoyable. Learning how to harness this skill early in your career will help you build the resilience you need to reach your goals in any field. Here’s how to get started.

• Look to understand how your job fits into the bigger picture. If you don’t feel like you’re contributing value, you’re more likely to become demotivated. The next time you’re assigned a vague task ask: What problem are we trying to solve by doing this work? How am I helping contribute to the solution? When you know that your contributions have a purpose, your tasks will immediately feel more interesting.
• Perform easy tasks right away. When we check items off our to-do lists, feel-good hormones are released in our brains. This makes us feel accomplished, which makes the task more interesting and rewarding, which in turn, makes us more motivated to do it.
• Avoid too much “mindless” repetition. When a task starts to feel boring, it’s often because the outcome of completing the task is no longer interesting to you. What can you do to change that, and make the outcome feel exciting? For example, can you challenge yourself to execute the task in less time while still achieving the same result or better?
• Look for opportunities to help others. One of the easiest ways to tap into intrinsic motivation is to participate in activities you find inherently rewarding. Helping others is an easy way to do this.

At our jobs, we will inevitably face activities that don’t naturally interest us or that we perceive as boring, irrelevant, uncomfortable, or too difficult. This is rooted in how our brains are designed: Though the brain rewards us for spending mental energy on expanding ourselves , it rewards us even more for conserving our energy — which is why we struggle with activities that don’t immediately spark our curiosity, or why we tend to get bored with things over time.

• SF Stefan Falk is an internationally recognized human performance expert for top business executives, special ops in the armed forces, and elite athletes. He is the author of Intrinsic Motivation: Learn to Love Your Work and Succeed as Never Before (St Martin’s Press; February 2023).

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How to motivate employees: Key factors, strategies, and examples

By Elle Holder

12 min read

Not everyone has a green thumb or even cares about plants and gardening. But I’d bet that everyone knows what happens to a plant that’s never watered — it doesn’t flourish. In fact, it will eventually die. 

So, if you’ve got any questions or doubts on how to motivate employees, remember the plants. Motivation is just like water — it will help your employees flourish by impacting their productivity, job satisfaction, and their overall performance.

Employees who are motivated are more likely to be engaged, committed, and even willing to go the extra mile for their managers and the organization as a whole. The contrast? Stop watering or motivating your employees and they’ll begin to wilt. Their morale decreases, the quality of their work will drop, and you’ll face higher turnover rates.

This article will introduce employee motivation in a bit more depth, discuss several factors that influence it, strategies on how to motivate your employees, case studies of real companies that have successfully motivated their employees, challenges you may face, and finally how to measure and evaluate employee motivation.

Let’s begin.

Table of contents

Understanding employee motivation Key factors influencing employee motivation Strategies for motivating employees Case studies of successful employee motivation Overcoming challenges in employee motivation Measure and evaluate employee motivation Conclusion

Understanding employee motivation

Employee motivation has been described as the internal drive and enthusiasm that employees bring to their work, and it encompasses several factors that drive them to optimal performance. At its core, it refers to the internal and external forces that influence an employee’s willingness, enthusiasm, and their level of persistence when it comes to pursuing organizational goals and objectives.

Definition of employee motivation

Employee motivation is a complex psychological process that drives an employee’s behavior towards achieving work-related goals. It includes both intrinsic (internal) and extrinsic (external) factors that encourage employee engagement, commitment, and satisfaction.

The role of motivation in employee performance

If you’re wondering how to motivate employees — or if you should even bother — consider this. Motivated employees are more likely to demonstrate higher levels of job satisfaction, engagement, and productivity. They’ll typically exhibit greater initiative, creativity, and problem-solving abilities, all things that will lead to improved performance outcomes and organizational effectiveness. On the flip side, motivated employees are less likely to be repeatedly absent and they’re less likely to quit.

Common misconceptions about employee motivation

Unfortunately, employee motivation is often understood or oversimplified. Instead of digging deep into the complexities of how to motivate employees, some employers believe that motivation depends solely on monetary rewards or incentives. And although extrinsic rewards can influence behavior in the short term, if you want sustainable motivation , it will require a deeper understanding of your employees’ intrinsic needs, values, and goals.

Another misconception is the assumption that all employees are motivated by the same thing. In reality, motivation is highly individual and is influenced by personal experiences, preferences, and perceptions. With that in mind, an effective motivation strategy should be tailored to address the diverse needs and motivations of individual employees within your organization.

Bring your people together

Key factors influencing employee motivation.

Employee motivation is influenced by several factors that shape an individual’s attitude, behavior, and ultimately their performance in the workplace. Understanding these factors will help create a motivating work environment that maximizes employee engagement and productivity. 

Here are six key factors that can significantly influence employee motivation:

Feeling that work matters : Employees are motivated when they understand the significance of their contributions to your organization’s goals and overall mission. When their work is meaningful and aligned with their own set of values, they feel a sense of purpose and fulfillment.

Recognition and rewards : Acknowledging an employee’s efforts and achievements through rewards, praise, or incentives will boost morale and reinforce positive behavior. Recognition can come in various forms, including verbal appreciation — sometimes a simple thank you is enough — monetary bonuses, or opportunities for advancement.

Opportunities for growth and development: Some employees will be motivated when they have opportunities to learn new skills, take on challenging projects, and or advance their careers within your organization. Investing in training, mentorship programs, and career advancement pathways can demonstrate a commitment to your employees’ professional development and foster a culture of continuous learning.

Work-life balance : Maintaining a healthy balance between work responsibilities and personal life is important for an employee’s well-being and motivation. If you can offer flexible work arrangements, such as remote work opportunities, flexible scheduling, or even generous time off policies, this helps to enable employees to manage their work commitments while giving them time to attend to personal priorities and obligations.

Effective communication and feedback : Clear, transparent communication and regular feedback are essential if you want to develop trust, collaboration, and engagement among your employees. Providing constructive feedback helps employees understand your expectations and identifies areas for improvement. Additionally, your employees will feel valued and supported in their roles.

Positive work environment : A positive work environment is characterized by trust, respect, and camaraderie, all of which enhances employee morale and motivation. Cultivating a culture of inclusivity, teamwork, and open communication leads to a sense of belonging and commitment among your employees, driving higher levels of engagement and performance .

Strategies for motivating employees

If you want a high-performing and engaged workforce, you need to motivate your employees. Fortunately, employers can implement various strategies to inspire and incentivize employees to perform at their best.

Let’s address five effective strategies on how to motivate employees:

Set clear expectations and goals : Clearly defining roles, responsibilities, and performance expectations will help your employees understand what’s expected of them and provides a roadmap to their success. Clear goals give an employee a sense of direction and purpose, motivating them to strive for achievement.

Provide regular feedback and coaching : Regular feedback and coaching sessions create an opportunity for managers to recognize an employee’s strengths, address areas for improvement, and provide guidance on how to excel in their roles. Constructive feedback will help employees track their progress, stay motivated, and continuously improve their performance.

Encourage employee autonomy and empowerment : Empowering employees to make decisions and take initiative leads to a sense of ownership and accountability. When you give employees autonomy over their work processes and projects it enables them to leverage their skills and creativity, leading to increased motivation and engagement.

Create a culture of appreciation and recognition : If you want to boost morale and motivation , you need to recognize and appreciate their efforts and contributions. Simple gestures such as verbal praise, handwritten notes, or employee recognition programs can go a long way in showing your employees that their work is valued and appreciated.

Offer opportunities for skill advancement and career advancement : Provide employees with opportunities for learning, skill development, and career advancement, as this demonstrates a commitment to their professional growth and success. Offer training programs, mentorship opportunities, and career development paths — this encourages them to invest in their development and stay motivated.

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Case studies of successful employee motivation

Wondering how other companies motivate their employees? Here are three examples:

Example 1: Google’s employee recognition program

Google is known for its innovative and comprehensive employee recognition programs . Most recently, one notable initiative is their peer-to-peer recognition program called Googler-to-Googler (g2g).

Employees are encouraged to nominate their colleagues for demonstrating outstanding work or for embodying Google’s values. Recognized employees receive rewards, such as monetary bonuses or personalized gifts, and their achievements are celebrated publicly within the organization. This program leads to a culture of appreciation and collaboration, motivating employees to strive for excellence and recognize each other’s contributions.

Example 2: Microsoft’s employee development initiatives

Microsoft invests heavily in employee development through a variety of initiatives, including extensive training programs, mentorship opportunities, and career development resources. The company offers access to online learning platforms, internal training sessions, and professional certification programs to help employees enhance their skills in advance their careers.

Additionally, Microsoft encourages employees to participate in cross-functional projects and rotational assignments to gain diverse experiences and expand their expertise. These development opportunities empower employees to take ownership of their career growth and build a culture of motivation and engagement.

Example 3: HubSpot’s flexible work arrangements

HubSpot, a leading provider of inbound marketing and sales software, prioritizes flexibility and work-life balance for its employees. They’ve built a hybrid company that allows for three flexible work options — at home, at the office, or flexible.

Employees have the freedom to manage their work schedules and locations based on their personal preferences and responsibilities. HubSpot also promotes a results-oriented culture, with a focus on outcomes rather than hours worked. This approach empowers employees to achieve work-life integration, leading to higher job satisfaction, lower stress levels, and increased productivity.

Overcoming challenges in employee motivation

A discussion on how to motivate employees wouldn’t be complete without also addressing its challenges. Employee motivation can face several challenges, ranging from individual issues to more systemic obstacles. However, if you want to maintain a motivated and engaged work force, these challenges must be overcome.

Here are four key challenges to employee motivation and strategies on how to address them: 

• Deal with demotivated employees:
• Identify the root causes of their motivation, such as a lack of recognition, unclear expectations, or limited opportunities for growth
• Provide individualized support and coaching to help employees rediscover their sense of purpose and reignite their passion for their work
• Create a supportive work environment where your employees feel valued, heard, and empowered to voice their concerns and seek solutions
• Address burnout and stress:
• Promote a work-life balance by encouraging your employees to take regular breaks, set boundaries, and prioritize self-care
• Implement stress management programs and resources, such as mindfulness sessions, wellness workshops, and provide access to mental health support services where needed
• Review workload distribution and make sure that tasks are allocated appropriately, as this will prevent burnout and overload
• Create a culture of open communication and psychological safety that allows employees to feel comfortable when they discuss what’s stressing them or look for help when needed
• Manage conflicts and foster teamwork:
• Be proactive when it comes to addressing conflicts in interpersonal issues by means of constructive dialogue, mediation, and conflict resolution techniques
• Facilitate teambuilding activities, workshops, and training sessions to help strengthen communication, collaboration, and trust among team members
• Clarify roles, responsibilities, and expectations to minimize misunderstandings and promote accountability within your team
• Encourage a culture of mutual respect, empathy, and appreciation for your team’s diverse perspectives as this will create a cohesive and inclusive team dynamic
• Sustain motivation in remote or virtual teams:
• Establish clear communication channels and guidelines to help facilitate collaboration and interaction among your remote team members
• Provide virtual team building activities, social events, and online forums to help promote engagement and camaraderie
• Make full use of technology and digital tools to help streamline remote work processes

Measure and evaluate employee motivation

If you want to understand the effectiveness of your motivation strategies and identify areas for improvement within your organization, then it is important to assess their motivation. 

Here are three methods you can use to measure and evaluate employee motivation:

Key metrics for assessing employee motivation:

• Employee engagement scores : Measure the level of emotional commitment and enthusiasm your employees have toward their work and your organization. You can do this through regular surveys or pulse checks.
• Turnover rates : Monitor the rate at which your employees leave the organization, as high turnover rates may indicate underlying issues with employee motivation, job satisfaction , or organizational culture.
• Performance metrics : Track individual and team performance indicators, such as productivity, quality of work, and achievement of goals.
• Absenteeism in attendance records : Keep track of how often your employees are absent. Attendance patterns often engage employee motivation and job satisfaction levels.

Conduct employee surveys and feedback sessions:

• Employee satisfaction surveys : Conduct periodic surveys to gather feedback from your employees on various aspects of their work experience, including their job satisfaction, motivation levels and their perception of your organizational culture.
• One-on-one check-ins : Schedule regular check-in meetings between managers and employees to discuss individual goals, challenges, and any areas for improvement. You can use the sessions to provide feedback, offer support, and/or address any concerns that are related to motivation and engagement.
• Focus groups : Organize focus group discussions with cross-functional teams or departments to dig deeper into any specific issues that may be affecting employee motivation, and then brainstorm potential solutions.
• Anonymous feedback mechanisms : Set up anonymous feedback channels, such as suggestion boxes or online surveys. This will encourage candid feedback from any employees who may be hesitant to voice their concerns openly.

Analyze performance and engagement data:

• Performance reviews : Regularly review employee performance data to assess the impact of motivation on individual and team performance. Identify any trends, patterns, and areas for improvement based on the outcomes of your performance reviews.
• Engagement surveys : Analyze data from employee engagement surveys to identify trends, areas of strength, and any areas that require attention.
• Use technology : Implement HR analytics tools and software platforms to help gather, analyze, and visualize employee data that’s related to motivation, engagement, and performance. Then use these insights to inform your decision-making and as a driver in your continuous improvement initiatives.

Conclusion 

So what can you learn from our discussion on how to motivate employees? We’ve explored various aspects of employee motivation, including what it is, how it’s influenced, how to foster it, how to overcome challenges, and even several methods for measuring and evaluating it.

In a bit more detail, this included:

• Make sure your employees are motivated through rewards and recognition, opportunities for growth and development, work-life balance, and more.
• There are several strategies you can use to motivate your employees, including setting clear goals, providing regular feedback and coaching, encouraging autonomy and empowerment, and creating a culture of appreciation.
• Some challenges to expect include demotivated employees, burnout and stress, and conflict.
• Measure and evaluate motivation with key metrics such as employee engagement scores, turnover rates, performance metrics, and even absenteeism and attendance records.

Why should you invest in employee motivation? It’s essential for the success of your organization and for employee well-being, since motivated employees are more productive, engaged, and committed to achieving organizational goals. Ultimately, organizations that prioritize employee motivation are better positioned to thrive in today’s competitive business landscape.

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A literature review on motivation

• Theoretical articles
• Published: 14 November 2013
• Volume 1 , pages 471–487, ( 2013 )

Cite this article

• Chandra Sekhar 1 ,
• Manoj Patwardhan 2 &
• Rohit Kr. Singh 3  

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Research on motivation has attracted academic and corporate entities over the last two decades. In the present study, authors have reviewed the intense literature to extract all possible dimensions of motivation, having direct and indirect impact on motivation techniques. This has examined the multidimensionality of motivation from the existing literature and present a conceptual framework based on it, and it is experienced that various motivation techniques (discussed in this study) are having a positive impact on both employee satisfaction and the quality of performance in the organization; however, the model needs to be validated using quantitative measures. In order to study the various issues highlighted in this paper related to employee motivation, a large body of literature mainly from different journals have been incorporated. To make the study more current only those studies were included which were published in the last two decades. In past research papers few dimensions of motivation were used to explain the different models motivation theory which has direct influence on employee motivation. The novelty of this study lies in its theoretical framework where authors have made an attempt to come up with a construct having dimensions that directly or indirectly influences employee motivation.

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Introduction

The ingredients of motivation lie within all and the internalized drive toward the dominant thought of the moment (Rabby 2001 ). Motivation directly links to individual performance that gain to organization performance and as a catalyzer for all individual employees working for an organization to enhance their working performance or to complete task in much better way than they usually do. Organization runs because of people working for it, and each person contributes toward achieving the ultimate goal of an organization. Panagiotakopoulos ( 2013 ) concluded that factors affecting staff motivation at a period where the financial rewards are kept to the least leads to stimulate employee performance. So, management personnel’s responsibility to motivate their employees to work as per the expectation to enhance the organization’s performance. Similarly Dysvik and Kuvaas ( 2010 ) concluded that intrinsic motivation was the strongest predictor of turnover intention and relationship between mastery-approach goals and turnover intention was only positive for employees, low in intrinsic motivation. The only thing organization needs to do is to give employees with ample resources and platform to do. As per Kuo ( 2013 ) a successful organization must combine the strengths and motivations of internal employees and respond to external changes and demands promptly to show the organization’s value. In this paper, we have taken various techniques of motivation from existing literature, and managed to make flow of motivation from young-age employees to old-age employees. From organization perspective managers need to understand the flow of motivation, it helps them to create a culture where employees always get motivated to do better. Barney and Steven Elias ( 2010 ) found that with extrinsic motivation there exist a significant interaction between job stress, flex time, and country of residence. Leaders know that at the heart of every productive and successful business lies a thriving organizational culture and hardworking people collaborate passionately to produce great results (Gignac and Palmer 2011 ). In the body of literature, various frameworks are used by the researchers based on theory of motivation, with only few dimensions of motivation.

Literature review

In a complex and dynamic environment, leader of the organization used to create the environment in which employee feel trusted and are empowered to take decisions in the organization which leads to enhance motivation level of employee and ultimately organizational performance are enhanced. Smith and Rupp ( 2003 ) stated that performance is a role of individual motivation; organizational strategy, and structure and resistance to change, is an empirical role relating motivation in the organization. Likewise, Luthans and Stajkovic ( 1999 ) concluded that advancement of human resources through rewards, monetary incentives, and organizational behavior modification has generated a large volume of debate in the human resource and sales performance field. According to Orpen ( 1997 ) better the relationship between mentors and mentees in the formal mentoring program, the more mentees are motivated to work hard and committed to their organization. Likewise, Malina and Selto ( 2001 ) conducted a case study in one corporate setting by using balance score card (BSC) method and found out that organizational outcomes would be greater if employees are provided with positive motivation. The establishment of operations-based targets will help the provision of strategic feedback by allowing the evaluation of actual performance against the operations-based targets. Goal-directed behavior and strategic feedback are expected to enhance organizational performance (Chenhall 2005 ). Kunz and Pfaff ( 2002 ) stated no substantive reason to fear an undermining effect of extrinsic rewards on intrinsic motivation. Decoene and Bruggeman ( 2006 ) in their study developed and illustrated a model of the relationship between strategic alignment, motivation and organizational performance in a BSC context and find that effective strategic alignment empowers and motivates working executives. Leaders motivate people to follow a participative design of work in which they are responsible and get it together, which make them responsible for their performance. Aguinis et al. ( 2013 ) stated that monetary rewards can be a very powerful determinant of employee motivation and achievement which, in turn, can advance to important returns in terms of firm-level performance. Garg and Rastogi ( 2006 ) identified the key issues of job design research and practice to motivate employees’ performance and concluded that a dynamic managerial learning framework is required to enhance employees’ performance to meet global challenges. Vuori and Okkonen ( 2012 ) stated that motivation helps to share knowledge through an intra-organizational social media platform which can help the organization to reach its goals and objectives. Den and Verburg ( 2004 ) found the impact of high performing work systems, also called human resource practices, on perceptual measures of firm performance. Ashmos and Duchon ( 2000 ) recognizes that employees have both a mind and a spirit and seek to find meaning and purpose in their work, and an aspiration to be part of a community, hence making their jobs worthwhile and motivating them to do at a high level with a view to personal and social development.

Methodology

The primary objective to write this review is to highlight the flow of motivation and reveals what motivation technique works more efficiently in different stages of life. This study provides useful managerial implication for employee motivation in an organization. The dimensions are made fit into a model that can benefit organization to enhance their performance; however, the model needs to validate through case study or quantitative study. To study the various issues highlighted in this study related to employee motivation, this study reviews a large body of literature mainly in different journals. Once all the issues have been identified, each issue is used as a keyword to search the relevant literature. To make the study more current only those studies are included which are published in the last two decades, while priority is given to studies which are published in the last decade. Table  1 shows that the number of articles or reviews published on motivation in the last two decades (Table  2 ).

Dimensions of motivation

Training refers to ‘‘the systematic accretion of skills, command, concepts or mindset leads to improve performance’’ (Lazazzara and Bombelli 2011 ). Baldwin et al. ( 1991 ) indicates that individuals with higher pre-training motivation on the basis of their willingness to attend training have greater learning outcomes as compared to individuals heaving lower pre-training motivation. Commeiras et al. ( 2013 ) point out that traineeship is continuing to grow. In business, context training basically refers to action of teaching employees and providing proper knowledge and skills to make themselves job fit as well as organization fit. Training teaches employees how to work and enhance their skills, hence motivate them to achieve the common goal of organization as well as of employee. In the today’s competitive world, every organization wants to achieve competitive edge over their competitors and be impossible to achieve without employee involvement, which forces management to motivate their employees by different means.

Monetary incentives

As summarized by Park ( 2010 ), monetary incentive acts as a stimulus for greater action and inculcates zeal and enthusiasm toward work, it helps an employee in recognition of achievement. Likewise, Beretti et al. ( 2013 ) discussed that monetary incentives used to build a positive environment and maintain a job interest, which is consistent among the employee and offer a spur or zeal in the employees for better performance. For reason, monetary incentive motivate employees and enhance commitment in work performance, and psychologically satisfy a person and leads to job satisfaction, and shape the behavior or outlook of subordinate toward work in the organization.

Job transfer

The work of Azizi and Liang ( 2013 ) indicated that workforce flexibility can be achieved by cross-training and improved via job rotation. In the same way, Eguchi ( 2004 ) concluded that job transfer plays a significant role in preventing workers from performing influence activities for private help. As summarized by Asensio-Cuesta et al. ( 2012 ) job rotation provides benefits to both workers and management in an organization and prevents musculoskeletal disorders, cast out fatigue and increases job satisfaction and morale. As a result, job transfer gives the opportunity to learn multiple skills and outlooks to the workers. It avoids the dullness caused by monotonous jobs and simultaneously brings smoothness in technological job with the help of handling different circumstances at different levels and it leads to effective learning of many aspects in the organization.

Job satisfaction

In ( 2011 ), Parvin and Kabir studied the tested factors affecting job satisfaction for pharmaceutical companies and described job satisfaction as how content an individual is with his or her job, and viewed job satisfaction is not the same as motivation, although clearly linked. Similarly, Pantouvakis and Bouranta ( 201 3) indicated job satisfaction as a consequence of physical features and as an antecedent of interactive features. Wickramasinghe ( 2009 ) investigated that gender and tenure are significant in job satisfaction measurement. So here it can be said that job satisfaction is often determined by how well outcome meet or exceed expectations. For example, a good work environment and good work conditions can increase employee job satisfaction and the employees will try to give their best which can increase the employee work performance.

A study by García et al. ( 2012 ) identified that perceptions of promotion systems affect organizational justice and job satisfaction. Likewise, Koch and Nafziger ( 2012 ) specified that promotions are desirable for most employees, only because they work harder to compensate for their “incompetence.” As a result, promotion at regular interval of time has an optimistic approach behind and they are generally given to satisfy the psychological requirements of employees in the organization.

Achievement

The work of Hunter et al. ( 2012 ) defines that achievement is a unique and specialized form of organizational performance. As per Satyawadi and Ghosh ( 2012 ), employees are motivated to a greater extent by achievement and self-control. Now this can be understood: an employee who is achievement motivated seeks achievement, bringing realistic but challenging goals, and betterment in the job. There is a strong need for feedback from the higher officials in the organization as to achievement and progress, and a need for a sense of attainment.

Working conditions

In ( 2012 ), Jung and Kim stated that good work environment and good work conditions can increase employee job satisfaction and an employee organizational commitment. So the employees will try to give their best which can increase the employee work performance. Similarly, Cheng et al. ( 2013 ) concluded that there were evidences of moderating effects of age on the associations between psychosocial work conditions and health. Now the importance and the need of working condition is so describing or defining the physical environment by identifying those elements or dimensions of the physical environment. Employees having poor working conditions will only provoke negative performance, since their jobs are mentally and physically demanding, they need good working conditions.

Appreciation

A study by Mahazril et al. ( 2012 ) organizations had the duty to appreciate the employee from time to time and offer other form of benefits such as payment, which will help in employee motivation. Likewise, Kingira and Mescib ( 2010 ) define appreciation as the abstract of immaterial incentives; “employees giving immaterial incentives (appreciation, respect etc.) as much as materiel incentives with working department” shows employees do not agree with this behavioral statement. With this result, it can be stated that employees being employed in different parts can take their different opinions at different levels. Among the variable of responsibility and being appreciated, it is understood that “success of employers always be appreciated with education.” The more effective quality and practicality of education employees had, the more contribution they will have to businesses.

Job security

As per Yamamoto ( 2013 ) if an employee perceives they will be getting rewards for good work and their job is a secured one, the performance will automatically be better. Similarly, Zhang and Wu ( 2004 ) indicated that with Job security, an employee gets confident with the future career and they put their most efforts to achieve the objectives of the organization. So we can say job satisfaction is the most influential tool of motivation and put the employee very far off from mental tension and he gives his best to the organization, ultimately it leads to profit maximization.

Recognition

According to Candi et al. ( 2013 ), a growing recognition of the opportunities of innovation is through experience staging. Mahazril et al. ( 2012 ) concluded that rewards and recognition and communication may motivate them to work. Recognition enhances the level of productivity and performance at job whether it is a first time performance or a repeated action at the job in a progressive way and ultimately reinforces the behavior of employee.

Social opportunities

In ( 2013 ), Harvey indicated that an employee is accepted as part of the social group or team. Most staff has an acute need that their contribution is worthwhile, appreciated, and acknowledged. Organizations need to look beyond the traditional economic incentives of career opportunities and salaries to other social and lifestyle factors outside the workplace. Similarly, Kingira and Mescib ( 2010 ) concluded that, different opinions between the employees in terms of behavioral statements which can be “Social opportunities providing at the highest level with working period leads the employee to achieve their goals of the organization.” Therefore, a social opportunity for the employee is used to boost their motivation level and ultimately helps in achieving the goals and objectives of the organization.

Figure  1 explains how motivation works in different stages of life, and motivation dimension plays a vital role in enhancing individual performance in different stages of life of human being. In the developed and developing nations around the world people experiencing the phenomenon of population aging i.e., participation of worker in their late career stage is low in the labor market. Levinson’s ( 1986 ) life stage model pointed out that adult life is characterized by a consecution of stages, such as early, middle, and late career stage, divided into various sub-stages and concerned with career development (comparable to the career stage model of Super (1984)). Here we have considered early career stage between 20 and 40; middle career stages between 40 and 54, and late career stage 55 and above. In an effort to set a threshold to define the older worker category, as anyone over age 55 (Finkelstein et al. 1995 ; Koc-Menard 2009 ).

Flow of motivation

In the early and middle stage of life, money is important to goal setting because offering such incentives bring person being more willing to expand effort to meet a given goal level than not offering the incentives. Given the willingness to expand effort, a goal tells the individual during different career stages where to expand effort, how much effort to exert, and how long to exert the effort. For example, younger employees early in their careers may have a propensity for higher immediate compensation and benefits, such as fully paid family medical plans or maternity/paternity leaves; because employees in later career stages might prefer stock options or most company contributions to their retirement plans. Wiley ( 1997 ) concluded that good pay is an important motivator regardless of age.

Figure  2 explains how motivation dimensions influence individual and organization performance. In this competitive environment, organizations works harder to integrate its workforce and to keep the coordination among employees to enhance the working as well as employee productivity. The positive impact of motivation works toward enhancing individual responsiveness toward work. Individual enhanced responsiveness help organization working that directly links toward increase in profit and increase in organization responsiveness. Customer will be more satisfied if organization shows fast response toward his/her queries and if organization takes responsibility to fulfill his demand.

Theoretical construct of research dimensions

If we talk the motivation dimension that enhances organization performance, training used to enhance the skills, efficiency, and knowledge of employees for doing a particular job during their earlier career stage because it familiarizes them with the organizations goals, rules, and regulations and the working conditions in one hand since updates and amendments take place in technology, purchasing a new equipment, changes in technique of production, and computer impartment. The employees are trained for use of new equipments and work methods. Training molds the thinking of employees and leads to quality performance of employees. Supervisors believe that older workers are less motivated to learn, less flexible, and do not want to take part in training programs. So, companies do not invest in training or development opportunities for older people. In turn, older workers become less self-confident due to the lack of support in terms of training and their skills rapidly become outdated (Maurer 2001 ; Van Vianen et al. 2011 ).

Giving a job security to an employee makes him more responsible toward job. Job security can be explained as, affirmation that an employee has for the continuity of gainful employment for his or her job. It is more essential for younger employee during different career stages of life (job) because it arises from the terms of contract of employment, labor legislation that results in prevention of arbitrary termination, layoffs, and lockout. Likewise, Pravin and Kabir ( 2011 ) indicated that with job security in pharmaceutical companies employee is “neither happy nor unhappy” and hence influence job satisfaction in pharmaceutical companies. Job security has been considered from several theoretical perspectives, including as a motivational precursor to job performance.

Employee recognition is used to fulfill the inherent need to appreciate as well as work to be validated by the employee contribution. During the early and later stage of life of the employee, the most important tool to motivate the employee by recognizing positive behavior from employees means that those desired behaviors that drive business success will be reciprocated. Recognition is essential to an outstanding workplace because people want to be respected and valued for their contribution. Recognizing employee for their good work sends an extremely powerful message to the recipient, their work team, and other employees through formal and informal communication channels. Employee recognition is a dynamic communication technique to improve employee performance which leads to enhance organizational performance.

In an organization, it is important to make the employees valued and appreciated, because of which they get motivated and they work harder and be more loyal toward the organization. During the early and middle career stage of the job employee want more appreciation from his next boss in the organization. Many ways of appreciating employee are news for companies looking for inexpensive ways to show appreciation to employees who made an appreciative effort, to thank employees several times a week, often through notes mailed to their homes and admits an employee-of-the-month program, the least time-consuming way to make sure his staff continued to appreciate.

In an organization employees have the opportunity to transfer to another job if they are moving or have the want to switch occupations. It brings positive energy among the early career stage employee to work in a new environment, which gives workers the opportunity to learn multiple skills and outlooks. When employees continue working at the same tasks for an extended time, they are likely to build tight relationships with particular individuals and companies, which can yield help to the employees, and to the organization.

In the early stage of the employee, they used to seek the working environment and aspects of an employee’s terms and conditions of employment. This includes the employee payment, organization of work, and work activities; training, skills, and employability; amenities, physical environment, health, safety, and well-being; and working time and work–life balance. These used to motivate the employee to do better and achieve the organizational goals and objectives. Changes in working conditions and other aspects of the employment relationship can generate serious industrial relations problems.

Williams et al. ( 2003 ) argues that the job satisfaction works toward making good relationships with staff and colleagues, control of time off, enough resources, and bring autonomy for employee in the organization. It is essential in the stages of employment i.e., early, middle, and late career stage of life because it brings any combination of physiological, psychological, satisfaction that invokes a person truthfully to say I am satisfied with my current job and it leads to employee motivation to achieve goals of the organization. Job satisfaction refers doing a job one enjoys, and being rewarded for one’s accomplishment. It is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment of the desired goals and objectives (Kaliski 2007 ).

In the middle and late career stages of their employment, employees have an opportunity to showcase their achievements with pride. Employees work in organizations not just to make a living, but to make a life. It encourages heightened ownership at work. Tangible benefits (salary) and intangible benefits (achievements of the knowledge) and other perks are necessary to engage employees, and motivate them to do their personal best. Mehta et al. ( 2000 ) pointed out that four most highly ranked rewards for sales managers in the late career stage have mean values that exceed 6.0, which includes achievement of market goals, retaining respect of salespeople, opportunities for promotion, and bonus.

A motivated and dedicated employee in the middle career stage of their job in the organization is an asset for any organization and proves instrumental in building a high-performance culture that drives organizational advancement. Promotion is always employee’s ultimate wish for the service rendered by him in the organization and this is the only way for an employee career development. Promotion is the ultimate motivating for any employee because it moves employee forward in hierarchy of concern organization added with other responsibility, higher respect, honors, with increase in grade pay and allowances. It stimulates self-development and creates interest in the job in one hand and minimizes discontent and unrest.

In the late career stage of their employment social opportunities for employees to get involved in leveraging the core competencies of the organization to create business value and positive social change can increase employee motivation and job satisfaction and help workers to more effectively manage job stress. This can lead to positive gains for the organization by enhancing organizational effectiveness and improving work quality, as well as by helping the organization attract and keep top-quality employees, which can bring growth and development to the organizations and can improve the quality of their employees’ work experience and realize the benefits of developing workers to their full potential.

Concluding remarks

Motivation works as a catalyzer for individual employees working for an organization to enhance their working performance or to complete task in much better way than they usually do. In this paper, authors identified the key motivation techniques from existing literature and linked it through organization performance. These motivation techniques has long been acknowledged as an important personnel work with the potential to improve employee motivation and hence performance, and to deliver management with the control needed to achieve organizational objectives. Authors made flow of motivation from early career motivation techniques to late career motivation techniques and reached on a conclusion: if employees are provided with right motivation technique at right time, their morale and confidence goes up and had a direct positive impact in individual performance and organizational performance. It is indicative of the above discussion, most of the motivation dimensions viz. training, monetary incentives, promotion, and working conditions has been met and for reason the efforts made to motivate are bound to succeed. This conclusion is built on the emphasis made by earlier researchers to motivate people, organizations need to first have the baseline in place; in the absence of the baseline, motivation is not possible to achieve. The study has shown success in intrinsic motivators and extrinsic motivators to improve performance in the organization.

The major limitation of this study is that the proposed framework is designed on basis of extensive literature review and so needs to be confirmed using quantitative measures. This framework is not been implemented in specific industry, due to its generality in nature. Although extensive research is reviewed and every possible dimensions of motivation are studied, it cannot be stated explicitly that these dimensions will be able to create the baseline which will motivate the employees through the motivators. Thus, they create a dilemma as to whether these motivation dimensions are enough to create a solid baseline which has an impact on the motivators.

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The Vital Importance and Benefits of Motivation

Otherwise, we would have been born as a sloth or a panda bear (no offense to these lovely creatures).

It is in our nature to strive, to want, and to move in a direction of something we desire and deem valuable.

Action may not always bring happiness, but there is no happiness without action.

William James

This article explains the reasons why understanding human motivation is important and well worth the time spent on learning to increase it. It lists many benefits of healthy motivation and distinguishes the types of motivation that are more effective in dealing with our complex and rapidly changing environment.

Before you continue, we thought you might like to download our three Goal Achievement Exercises for free . These detailed, science-based exercises will help you or your clients create actionable goals and master techniques to create lasting behavior change.

This Article Contains:

Why is motivation important, benefits of motivation, extrinsic motivation, intrinsic motivation.

• Self-Motivation

A Motivational Quote

11 top motivational videos, a take-home message.

Why is it important to understand motivation? Why do we care about what people want and why they want it? How about because it can improve our lives.

Understanding motivation gives us many valuable insights into human nature. It explains why we set goals, strive for achievement and power, why we have desires for psychological intimacy and biological sex, why we experience emotions like fear, anger, and compassion.

Learning about motivation is valuable because it helps us understand where motivation comes from, why it changes, what increases and decreases it, what aspects of it can and cannot be changed, and helps us answer the question of why some types of motivation are more beneficial than others.

Motivation reflects something unique about each one of us and allows us to gain valued outcomes like improved performance, enhanced wellbeing, personal growth, or a sense of purpose. Motivation is a pathway to change our way of thinking, feeling, and behaving.

Finding ways to increase motivation is crucial because it allows us to change behavior, develop competencies, be creative, set goals, grow interests, make plans, develop talents, and boost engagement. Applying motivational science to everyday life helps us to motivate employees, coach athletes, raise children, counsel clients, and engage students.

The benefits of motivation are visible in how we live our lives. As we are constantly responding to changes in our environment, we need motivation to take corrective action in the face of fluctuating circumstances. Motivation is a vital resource that allows us to adapt, function productively, and maintain wellbeing in the face of a constantly changing stream of opportunities and threats.

I have learned from my mistakes, and I am sure I can repeat them exactly.

There are many health benefits of increased motivation. Motivation as a psychological state is linked to our physiology. When our motivation is depleted, our functioning and wellbeing suffer.

Some studies show that when we feel helpless in exerting control for example, we tend to give up quickly when challenged (Peterson, Maier, & Seligman, 1993). Others have proven than when we find ourselves coerced, we lose access to our inner motivational resources (Deci, 1995).

High-quality motivation allows us to thrive, while its deficit causes us to flounder. Societal benefits of increased motivation are visible in greater student engagement, better job satisfaction in employees, flourishing relationships, and institutions.

But unhealthy fluctuations in motivation also explain addiction, gambling, risk-taking, and excessive internet usage. The motivation that underlies addictive behaviors shares the neurological underpinning associated with dopamine centric rewards system and tricky inner working of the pleasure cycle.

This makes it challenging and often difficult to change behavior in situations involving addiction. See our article on Motivational Interviewing to learn more about the stages of change and motivational interviewing techniques practitioners use to motivate clients to change unwanted behaviors.

The distinction between extrinsic and intrinsic motivation goes back to Deci and Ryan’s (2008) Self-Determination Theory of motivation.

Extrinsic motivation involves engaging in an activity because it leads to a tangible reward or avoids punishment.

Intrinsic motivation involves doing something because it is both interesting and deeply satisfying. We perform such activities for the positive feelings they create. Studies have consistently shown that intrinsic motivation leads to increased persistence, greater psychological wellbeing, and enhanced performance.

Deci and Ryan (2008) assume that humans are naturally self-motivated, curious, and interested, but the right conditions must be in place to be intrinsically motivated.

The three basic and universal psychological needs of autonomy, relatedness, and competence are foundational for human flourishing and optimal motivation, according to Susan Fowler (2019).

Satisfying the need for autonomy, relatedness, and competence leads to engaged, passionate individuals doing high-quality work in any domain. Therefore, we share tips and ideas for building the ideal working environment to promote intrinsic motivation.

Is any source of motivation more potent or more effective in motivating people than the other? Are people primarily motivated by internal motives or by external rewards, or are people driven equally by internal and external triggers?

Human motives are complex, and as social creatures, we are embedded into our environment, and social groups are often an important source of influence through the presence of rewards and considerations of potential consequences of our choices on those around us.

Self-Determination Theory (SDT) explains how external events like rewards or praise sometimes produce positive effects on motivation, but at other times can be quite detrimental (Ryan & Deci, 2008). The hidden cost of certain types of rewards is that they undermine intrinsic motivation by decreasing the sense of autonomy and competence.

There is a tradeoff between satisfying and undermining the need for competence when we offer rewards (Reeve, 2018). This form of extrinsic motivation also can undermine our sense of autonomy since rewards are used for both purposes: to control behavior and to affirm someone of their level of competence. We want to reward in a way that encourages competence without threatening the sense of autonomy.

My grandfather once told me that there were two kinds of people: those who do the work and those who take the credit. He told me to try to be in the first group; there was much less competition.

Indira Gandhi

Rewards should be reserved for activities that are not interesting and should be given when not expected. Praise is preferable to monetary rewards, for example, as it supports psychological needs and is of more lasting value (Reeve, 2018).

Similarly to rewards, imposed goals were found to narrow focus and impair creativity. Studies show that imposed goal setting increases unethical behavior and risk-taking, narrows focus, and decreases cooperation, intrinsic motivation, and creativity. This is an excellent example of goals gone wild (Pink, 2009).

Much of contemporary research shows that intrinsic motivation is more effective more often and of more enduring value. In some circumstances, however, extrinsic motivation may be more appropriate, as in the case of uninteresting activities.

It is also possible to make use of incentives more effective by encouraging people to identify with it and integrate it into their sense of self (Reeve, 2018). To give an example of identifying and integrating extrinsic motives respectively would be like describing the difference between saying: “ I do this because it’s the right thing to do ” versus “ I do this because I am a good person. ”

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Intrinsic motivation is inherent in the activities we perform for pure enjoyment or satisfaction. We engage in intrinsically motivated behavior because we want to experience the activity for its own sake. Unlike extrinsically motivated behavior, it is freely chosen (Deci, & Ryan, 1985).

Intrinsic motivation can be driven by curiosity, which is linked to a desire to know and motivates us to learn and explore our environment for answers (Loewenstein, 1994). Intrinsic motivation can also come from the need to actively interact and control our environment. The effectance motivation theory explains how intrinsic motivation drives us to develop competence (White, 1959).

Finally, Allport’s concept of the functional autonomy of motives explains how behavior originally performed for extrinsic reasons can become something to perform for its own sake (1937).

Destiny is not a matter of chance; it is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved.

William Jennings Bryan

When it comes to intrinsic motivation, it is important to distinguish between activities that are intrinsically motivating and the development of what Csikszentmihalyi calls autotelic self (1975, 1988). The term autotelic is derived from the Greek word auto, which means self and telos meaning goal.

Intrinsic activities are self-contained because performing them is a reward in itself. The autotelic experience produced by an intrinsic activity makes us pay attention to what we are engaged in for its own sake and away from consequences. When the experience is intrinsically rewarding, life is justified in the present and not tied to some hypothetical future gain.

The most important characteristic of the autotelic experience is its intrinsically motivated nature. Professor Csíkszentmihályi, who coined the terms flow, defined this optimal experience as a pursuit of enjoyable, interesting activities for the sake of the experience itself, where the satisfaction derived from the action itself is the motivational factor (1990).

An autotelic self actively seeks out intrinsically motivating activities. A person who is said to have an autotelic personality values opportunities where she or he can experience complete absorption in the tasks at hand. They transform the self by making it more complex. A complex self has these five characteristics:

• Clarity of goals
• Self as the center of control
• Choice and knowing that life is not happening to you
• Commitment and care for what you are doing
• Challenge and increased craving for novelty (Csikszentmihalyi, 1975, 1988).

Autotelic self, according to Csikszentmihalyi, tends to create order out of chaos because it sees a tragedy as an opportunity to rise to the occasion and tends to focus all the psychic energy on overcoming the challenge created by the defeat (1990). Cultivating autotelic personality is, therefore, a worthwhile endeavor as it breeds resilience.

Falko and Engeser, in their recent study on motivation and flow, used the term activity related motivation as a substitute for intrinsic motivation to speak more specifically to the “Extended Cognitive Model of Motivation” (2018).

They measured various activity-related incentives in qualitative and quantitative ways and found the experience of flow to represent one of the most intensely studied. Positive incentives stemming from learning goal orientation, experience of competence, interest, and involvement lead to us engaging in activities purely for the enjoyment of it (Falko & Engeser, 2018).

Our plans miscarry because they have no aim. When a man does not know what harbor he is making for, no wind is the right wind.

Seneca, 4 B.C.–A.D. 65

Professor Mihaly Csíkszentmihályi, who developed the theory of flow, argues that happiness depends on inner harmony, not on the control we can exert over our environment or circumstances, and therefore describes flow as an optimal state of being that brings order to consciousness.

He discovered, in his years of research into creativity and productivity and interviews with people who were deemed successful in a wide range of professions and many of whom were Nobel Prize winners, that the secret to their optimal performance was their ability to enter the flow state frequently and deliberately.

They would describe feeling a sense of competence and control, a loss of self-consciousness, and such intense absorption in the task at hand that they would lose track of time.

Many of the most accomplished and creative people are at their peak when they experience “ a unified flowing from one moment to the next, in which we feel in control of our actions, and in which there is little distinction between self and environment; between stimulus and response; or between past, present, and future ” (Csíkszentmihályi, 1997, p. 37).

The contemporary research on motivation shows that intrinsic motivation that originates from internal motives is often experienced as more immediate and potent than extrinsic motivation.

Today we know that intrinsic motivation affects the quality of behavior more, such as school work, while extrinsic motivation influences the quantity of behavior more (Deckers, 2014).

It has also been shown that intrinsically motivated goal pursuit has greater long-term outcomes because it satisfies our psychological needs for autonomy and competence, and in turn, creates more positive states which reinforce the positive feedback loop and increase the likelihood of repetition (Reeve, 2018).

Self-motivation

No one knows more about self-motivation that the authors of self-determination theory . Based on the assumption that we have an innate tendency for personal growth toward psychological integration, the self-determination theory of Ryan and Deci proposed that all behavior can be understood as lying along a continuum of external regulation, or heteronomy and true self-regulation, or autonomy (2008).

Ryan and Deci distinguish varying degrees of external motivation based on the level of autonomy present while engaging in the desired behavior. On one end, there is the external regulation of behavior where rewards are used purely to control behavior, and compliance occurs to avoid consequences and is defined as one where there is no autonomy present.

They explain that while external regulation, as in the form of rewards, can control behavior, it does not constitute motivation per se.

In all human affairs there is always an end in view—of pleasure, or honor, or advantage.

Polybius, 125 B.C

We can also be motivated by the avoidance of guilt and by the need to build self-esteem. This form of self-regulation of behavior is characterized by low autonomy and a language of “ I should ” and “ I have to .”

When we are motivated by the contingencies related to our self-esteem and impose pressures on ourselves for fear of shame or failure, we are said to have introjected regulation. This form of regulation, while more effective than external motivation, remains ambivalent and unstable because it is accompanied by inner conflict, tension, and negative emotions (Ryan & Deci, 2008).

These are closely related to what is known in wellbeing research as prevention focus orientation, where emotional regulation is driven by security needs and avoidance (Kahneman, Diner, & Schwartz, 1999).

When we consciously accept behavior as important, and when we truly value the outcome, this provides strong incentives and leads to identification. This more self-determined form of regulation is particularly important when it comes to the maintenance of behaviors that involve activities that are not inherently interesting or enjoyable.

When we identify with the regulation AND coordinate with other core values and believes, we are said to have the most autonomous form of extrinsic motivation – integrated regulation. This form of regulation occurs when those values become a part of the self and become congruent with one’s sense of identity.

That leads to the most positive and enduring outcomes of external motivation because a person has archived full autonomy (Reeve, 2018).

This form of regulation is very much like intrinsic motivation because we engage in the behavior willingly. It is entirely self-determined, but unlike intrinsic motivation, it does not have to involve activities that are enjoyable or interesting. This is particularly important to behavioral change in clinical settings where the level of internalization and integration for non-intrinsically motivated behavior is required.

It is never too late to be what you might have been.

George Eliot

When it comes to self-motivation in behavioral change, the autonomy versus control orientation can also play a role in maintaining behavioral change over time. Autonomy-oriented individuals generally succeed in maintaining their long-term changes in behavior (e.g., weight loss, smoking cessation), whereas control-oriented individuals generally fail to maintain such behavior change over time.

Autonomy causality orientation is closely linked to prevention focus orientation, where emotional regulation is driven by the possibility of positive outcomes and approach motivation (Kahneman, Diner, & Schwartz, 1999).

Autonomy-oriented individuals see everything in their environment and their responses to it as a matter of their own choice, and this perspective can be empowering and a great source of intrinsic motivation.

They tend to scan their environment for opportunities, they take initiative, set their own goals, and they take an equal interest in their environment as well as their own inner experience. They have an internal locus of control and behave with a strong sense of volition. They understand that their focus determines their reality, and they have a sense of shaping their destiny (Reeve, 2018).

Autonomy causality orientation characterizes individuals with a specific mindset where they rely on internal guides to regulate behavior in contrast to those who are control-oriented and attend to external guides like social queues and environmental incentives — this locus of control effects motivation and perseverance.

When we feel our behavior is something we initiate and regulate, we can make and sustain changes. This is in contrast to those, who at the other end of the spectrum, take on the victim of circumstances mentality (Reeve, 2018).

See our blog post 19 Best Books on Self-Discipline and Self-Control .

Everybody Knows: You can’t be all things to all people. You can’t do all things at once. You can’t do all things equally well. You can’t do all things better than everyone else. Your humanity is showing just like everyone else’s.

So: You have to find out who you are, and be that. You have to decide what comes first, and do that. You have to discover your strengths, and use them. You have to learn not to compete with others, Because no one else is in the contest of *being you*.

Then: You will have learned to accept your own uniqueness. You will have learned to set priorities and make decisions. You will have learned to live with your limitations. You will have learned to give yourself the respect that is due. And you’ll be a most vital mortal.

Dare To Believe: That you are a wonderful, unique person. That you are a once-in-all-history event. That it’s more than a right, it’s your duty, to be who you are. That life is not a problem to solve, but a gift to cherish. And you’ll be able to stay one up on what used to get you down.

17 Tools To Increase Motivation and Goal Achievement

These 17 Motivation & Goal Achievement Exercises [PDF] contain all you need to help others set meaningful goals, increase self-drive, and experience greater accomplishment and life satisfaction.

Created by Experts. 100% Science-based.

There are dozens of motivational videos and channels on YouTube, but unfortunately we could not list them all. Instead, we picked a few we see as top motivational videos.

In order to achieve great things, you must first believe in yourself and then have a dream big enough to motivate you.

2. The Last Lecture

Even if faced with terminal cancer, it’s possible to find and celebrate the joy in your life.

3. Remember Me

When all is said and done, being human, exactly who you are, is more amazing than all the technology in the world.

Don’t let yourself be hypnotized by technology. Be in the moment and experience the wonder of direct connections.

5. Why We Do What We Do

If you understand why you’re motivated and inspired, it’s easier to become motivated and inspired. Tony Robbins explains it all.

6. Amazing Grace

The classic spiritual hymn rendered a cappella by the amazing and always creative Jesse Campbell.

7. Never Quit

Regardless of the obstacles that life throws your way, if you continue to pursue your dreams you will get results.

8. The Surprising Science of Happiness

Dan Gilbert challenges the idea that we’ll be miserable if we don’t get what we want and explains how to feel truly happy even when things don’t go as planned.

9. Unbroken

Dedication to your goals keeps you moving forward, even if you encounter obstacles.

10. How Bad Do You Want It?

Sometimes it’s just a matter of wanting success so badly that you’ll do whatever it takes to win.

11. Excuses

Even if you’ve got an uphill battle to fight, you keep fighting. Because if you just give up, you’ve lost.

Context matters, and it is not a question of which type of motivation is more important, but instead, awareness of where we lack the necessary balance to create the ideal catalyst for goal achievement.

The significant problems of today cannot be solved at the same level of thinking that created them.

Albert Einstein

External events can become prompts for the desired behavior and can help to reinforce it, but to notice those we need to be in positive mental and emotional states, away from the sense of learned helplessness, as defined by Dr. Martin Seligman .

Often our goals must also represent something of value to us and satisfy our psychological needs as defined by Ryan and Deci’s self-determination theory, especially to create the energy necessary to persist (Reeve, 2018).

Do you have a story of your ideal catalyst for goal pursuit? Share it with us here.

We hope you enjoyed reading this article. Don’t forget to download our three Goal Achievement Exercises for free .

• Beck, R. C. (2004). Motivation: Theories and principles (5th ed.). Englewood Cliffs, NJ: Prentice Hall.
• Csíkszentmihályi, M. (1997). Finding Flow: The Psychology of Engagement with Everyday Life . New York, NY: Basic Books.
• Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: State of the science . Annual Review of Organizational Psychology and Organizational Behavior.
• Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of human motivation, development, and health.  Canadian psychology/Psychologie canadienne, 49(3) , 182.
• Deckers, L. (2014). Motivation: Biological, psychological, and environmental (4th ed.). Boston, MA: Allyn & Bacon.
• DeCatanzaro, D. A. (1999). Motivation and emotion: Evolutionary, physiological, developmental, and social perspectives . Prentice-Hall, Upper Saddle River, NJ.
• Edwards, D. C. (1999). Motivation and emotion: Evolutionary, physiological, cognitive, and social influences . Sage, Thousand Oaks, CA.
• Ferguson, E. D. (2000). Motivation: A biosocial and cognitive integration of motivation and emotion . Oxford University Press, New York.
• Fowler, S. (2019). Master your motivation: Three scientific truths for achieving your goals. Berrett-Koehler Publishers.
• Franken, R. E. (2006). Human motivation (6th ed.). Wadsworth Thomson Learning, Belmont, CA.
• Gallwey, W. T., Hanzelik, E., & Horton, J. (2009). The Inner Game of Stress: Outsmart Life’s Challenges and Fulfill Your Potential [Kindle iOS version]. Retrieved from Amazon.com
• Gollwitzer, P. M. & Bargh, J. A. (1996). The psychology of action: Linking cognition and motivation to behavior . Guilford Press, New York/
• Gorman (*). Motivation and emotion
• Heckhausen, J. & Dweck, C. S. (1998). Motivation and self-regulation across the life span . Cambridge University Press, New York.
• Kahneman, D., Diener, E., & Schwartz, N. (1999). Well-Being: Foundations of Hedonic Psychology . New York, NY: Russell Sage Foundation.
• Nunez, R. & Freeman, W. J. (1999). Reclaiming cognition: The primacy of action, intention, and emotion . Imprint Academic, Thorverton, UK.
• Peterson, C., Maier, S. F., & Seligman, M. E. P. (1993). Learned Helplessness: A Theory for the Age of Personal Control . New York, NY: Oxford University Press.
• Petri, H. L., & Govern, J. M. (2013). Motivation: Theory, research, and applications (6th ed.). Belmont, CA: Thomson Wadsworth.
• Reeve, J. (2015). Understanding motivation and emotion (6th ed.). Hoboken, NJ: Wiley.
• Sansone, C. & Harackiewicz, J. M. (2000). Intrinsic and extrinsic motivation: The search for optimal motivation and performance . Academic Press, San Diego, CA.
• Sheldon, K. M. (Ed.) (2010). Current directions in motivation and emotion . Boston, MA: Allyn & Bacon.
• Wagner, H. (1999). The psychobiology of human motivation . Routledge, New York.

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I am in absolute awe – fantastic culmination of fields of study to deliver a hard punching, thought provoking article👌Inspiring!

Good article. Keep it up!

Greetings! Great explanation i learned about the meaning of motivation wonderful words. Regards mentor.

Excellent description or explanation or importance of motivation thanks beata spider love you from Kashmir…

This is great!!! Thanks!!!

Everyone needs motivation, the way you explained the benefits of motivation is great. Nicely written and well explained. Good work.

This collection of videos is immensely valuable! I was glad to be reminded of the power of the autotelic self. As I deliver my lectures from home this week, the topic of resilience in the face of adversity has been a continuous theme in our discussions. How timely to receive this wonderful resource, thank you Beata. 🙂

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3 Goal Achievement Exercises Pack

Money as a Form of Motivation in the Work Place Essay

Motivation is described as the forces that account for the stimulation, assortment, course and continuance of behavior [1] . This then means that quite a number of things can motivate people as motivation is goal oriented behavior.

People tend to do things for the rewards they will receive at the end of the task or at the end of a period of time. Money, at the work place is one of the things that get people to work harder. This then shows that money can and is used as a motivational factor in the work place so that employees can strive to give their best and their all at the end of the day.

Nowadays, people tend to look at how much they are going to get paid rather than job satisfaction, hence in this light money becomes a motivational force for the workplace and for the employees. In short, money makes people wake up in the morning to go to work, sit behind a desk for eight or more hours and go back home tired at the end of the day ready to repeat the whole process again the following day.

When workers are money motivated, they will carry out their duties effectively, efficiently and thoroughly so that they can make as much money as possible in the shortest time possible.

According to management study guide, Motivation is very important in an organization as it improves the level of efficiency of employees which in turn leads to an increase in productivity, reducing the cost of operations and improving overall efficiency. Motivation in the work place also leads to achievement of organizational goals. Organizational goals are achieved when co-ordination and cooperation take place at the same time which can effectively be achieved through money motivation [2] .

Motivation plays a big role when it comes to survival of organizations. If the way to fully motivate employees is to offer them money then organizations will offer their employees money so as to motivate them fully in their work therefore improving the organization as a whole. Employers need to also appreciate what inspires employees within the environment of their work and the responsibility that they perform. [3]

There are theories of motivation of employees that are linked to money in one way or another. Different researchers came up with different theories explaining the needs of workers:

According to Abraham Maslow’s Needs Hierarchy Theory (1983),

“Employees have five levels of needs: physiological, safety, social, ego and self-actualizing. Physiological needs are important as they sustain human life and one cannot survive without them. They are; food, water, warmth, shelter, sleep, medicine and education. Safety needs are the needs to be free of physical danger, fear of losing a job, property, and protection against emotional harm.

Social needs include the need to belong and acceptance from others not forgetting the need for affection and friendship. Ego/esteem needs include satisfaction of power, prestige status and self confidence while self actualization is the drive to become “what one is capable of becoming, it includes growth, achieving one’s potential and self fulfillment” [4] . (Maslow 1943)

Maslow insisted that for one to move on successfully to the next level, the wishes at the lower level have to be completely achieved and fulfilled so as to be motivated by the higher needs level. In simple terms, for example, one would not be motivated by social status before he has achieved security or one would not be motivated by safety before he can afford the basic needs, food, shelter, clothing, education, medication, water and sleep.

This shows that individuals have to work hard to get enough money so as to satisfy their needs and the needs of their dependants fully. In such a scenario, an employee would be motivated by the money he receives at the end of the work period as then would the employee be able to fulfill his needs therefore proving Maslow’s hierarchy needs theory.

According to Shah, and Professor Shah; and Vroom in reference to Vroom’s Valence x Expectancy theory: employee effort will lead to performance which will lead to rewards. The theory focuses on three things: efforts and performance relationship, performance and reward relationship, rewards and personal goal relationship [5] .

The theory states that the force of inclination to behave in a certain way depends on the strength of anticipation that the act will be followed by a specific result and on the allure of that result to the individual. In simple terms, valence x expectancy theory states that an employee can be motivated to work harder when their belief is that hard work will result in awareness of individual targets in form of some prize; the prize in this case being money.

Rewards can either be positive or negative, the more positive the reward the higher the level of motivation of the employee goes, while the more negative the reward, the less the level of motivation for the employee. In this sense money is seen as the positive reward, encouraging the employee to work harder and more effectively as the results of the employee’s hard work are positive, generating money for the employee, while loss of income is looked as the negative reward.

Frederick Herzberg’s two-factor theory states that certain aspects in the work place result in job satisfaction but when these aspects are abolished they lead to dissatisfaction. [6] In his theory Herzberg states that intrinsic factors are related to job satisfaction, while extrinsic aspects are related to dissatisfaction. He based this theory on the question: “what do people want from their Jobs? he carried out a research and concluded that removing dissatisfying characteristics from a job does not necessarily make the job satisfying.”

He claims that certain aspects when present in the work place make employees more motivated to work but when these aspects are absent, there is less motivation in the work place. In this scenario money bonuses can be seen as the aspect that brings more motivation to the work place and when there is absence of money there is less motivation amongst the employees.

For example, if employees are told they will be paid extra money to come to work during public holidays and weekends, majority of the employees will show up as they are expecting a bonus which is in form of a sum of money at the end of the day. In this way money acts as a motivator to the employees who would give up their weekends and holidays with the aim of receiving a certain amount of money.

Herzberg pointed out that there are two types of peoples needs: hygiene factors create dissatisfaction when they are missing and create satisfaction when they are there , employees often tend to take existence of these factors for granted for example; salary, working conditions, or job security. Motivators; contribute to satisfaction for example recognition in the work place, promotion, responsibility just to mention but a few. To achieve high motivation and employee output, motivation and hygiene factors must be used together [7] .

In reference to Jeremy Bentham’s the carrot and stick approach, individuals are driven by their own self-interest and they are motivated by the desire to avoid pain at all costs and achieve maximum pleasure at the lowest possible cost.

“An employee will work only if the reward is attractive and big enough or if the punishment is sufficiently horrible.”

The carrot in this theory refers to the rewards while the stick refers to the punishment, in simpler terms employers use the system of rewards and punishment to induce certain behavior traits in their employees.

In majority of motivational theories, some kind of ‘carrot’ are recognized and awarded to individuals in this case money, or some form of financial bonuses like a paid vacation, a company car that one does not have to fuel are used as motivational aspects for employees to keep working hard so that they can enjoy the financial rewards at the end of the day. The issue with the carrot approach is that more often than not, individuals get the reward, in spite of their performance levels.

The stick on the other hand refers to the punishments accorded to individuals who do not perform their duties well. In the form of fear; fear of loss of job, loss of income, reduction of a bonus, demotion or some other form of consequence has, is, and will still continue being an effective way of motivation among employees. The thought of loosing ones job and not having a steady income creates fear in the employees who work hard to keep their jobs and secure their income.

The stick approach results in poor quality work, defensive behavior from the employees and it is not the best way to use when it comes to motivation of employees. Through the stick approach employees tend to fear and work because they have no other choice and they want to keep their jobs and get income at the end of the day.

In using the carrot and stick approach to influence motivation among employees one ought to be careful so that the rewards, money and the penalties that is, loss of employment balance out. In this way an employer will have a peaceful working environment for his employees and himself. Money offers and financial bonuses should be attractive enough and sufficient enough for the employee needs so that they can work hard not only for their benefit but for the benefit of the employer and organization at large [8] .

According to B.F. Skinner he uses the term operant conditioning to illustrate the effects of the outcomes of a specific character trait on the future repetition of the particular behavior.

“There are four kinds of operant conditioning: positive reinforcement, negative reinforcement, punishment and extinction. Positive and negative reinforcement fortify behavior while on the other hand punishment and extinction deteriorate behavior.” Positive reinforcement encourages behavior in that it offers rewards after certain good behaviors are observed for example; if your work is outstanding one gets an extra bonus and perhaps a promotion. Negative reinforcement on removes a stress factor as a result of good behavior.

For example, economic sanctions being lifted from a country due to an improvement on their corruption levels. Extinction refers to getting no reward for something one has done. For example: if one is not getting paid for overtime, they stop working over time. Punishment is where one has to pay for their behaviors, for example; not getting paid the day one comes into work late [9] . In this case of operant conditioning money can be seen as positive and negative reinforcement.

This means that the rewards an employee gets for working hard are in form of money either a bonus, or an increase in salary the more the money, the higher the level of motivation among employees . Punishment and extinction in this case can be looked at as loss of work, loss of a steady income and this will lower motivation levels among the employees.

People have witnessed workers striking around the world due to payment issues that have arisen from delayed wages, salary arrears, more taxes, or minimum wages. Employee strikes have become a common site mostly due to the financial situations. When employees refuse to work and strike or go on a go-slow, the employer suffers a lot as work becomes stagnant.

Most employees strike due to lack of motivation in the financial aspect. In the United Kingdom, college staff of the University and College Union went on strike over pay changes. The employees were demanding a standardized payment scheme while the college was proposing a new scheme that would pay employees according to the number of people passing a course.

From this example, we see that the financial security of the employees was threatened hence they decided to go on strike to force their employer to reconsider his decision. We see that indeed money was the motivating factor here and since money was to be taken out of the picture, the employees reacted and made their opinions known as well as securing their income [10] .

In England, July 8 th 2010, 200 workers walked out of the Astrum plant in Stanhope that manufactures tank track over lack of a pay rise that was to be given during the year. The employees, complained that overtime had been banned and that talks for a pay rise had not succeeded. This shows that the overtime and pay raise motivated the employees to work hard and gave them an incentive to go to work each morning as they knew that they would have something to look forward to at the end of the day.

This price they were looking forward to was the overtime pay and the pay rise which when both of them were canceled pushed the workers to strike. This shows that money is indeed a motivational factor in the work place and that without money work would not take place as effectively as it should. [11]

In Middle East, the first ever workers strike was witnessed in Turkey, in the IT sector on the 9 th of July 2010. The employees went on strike claiming that their salaries were far much lower than those who worked in other companies in the same positions. This shows that the employees felt cheated and used as their knowledge and hard work was not being rewarded accordingly.

These employees wanted to feel appreciated by their colleagues and their employer and wanted to feel equal to their fellow employees who worked in other companies. They claimed that collective bargaining about the salaries and failed and that they would resume work only if their salaries were raised to the standard of their colleagues in other companies. [12]

In Africa, Egyptian textile workers recommence their demonstrations over owing wages after guarantees of payments went unpaid for four months.

The workers had not received payment from the year 2007; this made the workers vow not to go back to work until they were paid. Abraham Maslow’s notes “after a 21- day sit-in by employees outside parliament buildings, an agreement between the Manpower Ministry and Immigration and Bank Misr agreed that the employees were going to be paid LE 106 million which they were owed.” [13]

This scenario shows and reinforces the idea that money is a huge motivational factor when it comes to employees as without money the employees do not work. When these Egyptian employees were promised to be paid the first time they went back to work hoping that the employer would keep his word and pay them as he had promised.

After four months of no pay, the aggravated employees decided to go on strike and even sit outside parliament buildings to make sure that their voices were heard and their needs taken care off. If money was not a motivational factor for employees they would not have gone on strike they would have kept on working but because money is a big motivational factor for employees they went on strike and demanded to be paid for their hard work [14] .

In Nigeria, health and medical workers suspended their on-going industrial action because the government agreed to pay 50% of their arrears.

They however gave the government an ultimatum that if their arrears were not going to be paid in the course of a week’s time they would resume their industrial action. This shows that money is the underlying factor for employees in all job sectors. If the health workers go on strike it means sick people are suffering more than they should be as they are not being attended they way they should be attended to.

The Nigerian government then shifted the payment issue to the bank claiming that the banks were holding the money for their own selfish interests. This however does not matter to the employees as all they want is their money paid so that they could fulfill the needs and wants. This situation again shows distinctively that money is an underlying factor that motivates employees to work and work hard for that matter [15]

In conclusion, this paper has proved that indeed money is a motivational factor in relation to employees at the work place. Nobody wants to get tired working for nothing so the incentives at the end of the day, that is salary and bonuses give individuals the strength and zeal to work everyday without complaining that they have to go thorough the same routine every single day.

Money has become a motivational factor at the workplace because every single thing in the world is becoming expensive due to the inflation rates that seem to be escalating every single day.

Without money, it is extremely difficult for one to survive so one has to work hard at their jobs so as to earn enough money to sustain themselves and their dependants. Money is the driving force behind all jobs that an individual takes up. Majority of employees all want to become millionaires or billionaires at one point in their lives so that they could stop working and sit back and enjoy the fruits of their labor

Money motivates and provides incentives to employees to give their all when at work as once they have the money in their hands there is a level of satisfaction that they have achieved and this satisfaction encourages then to work more harder so as keep getting the money.

Money is a motivational factor for employees as it allows them to purchase luxury items and enjoy their money in any way they feel like. Without money many people who are employees in one place or another, would not be able to purchase items like cars, houses, entertainment systems for their houses just to mention but a few.

Money also brings about status quo among employees and respect. In the world today, the more money you have the more respect you get from other people. Individuals tend to compare themselves in terms of how much money they have in their bank accounts. Musicians are producing songs about how much money they have so as to get respect not only from their peers but also from other people.

The kind of car one drives and the kind of house one lives in will earn one respect and this is all possible because of the amount of money one has that comes from ones hard work.

In short money makes the world go round, if one has enough money, ones world will spin smoothly and efficiently according to his needs, on the other hand if one does not have money, yes, ones world will spin but it will have difficulties and major ones for that matter as one will be unable to take care of his needs let alone the needs of the people who depend on him.

Money is a form of motivation for employees in that the more they work, the more money they get to contribute to their monthly pensions and the more the monthly pensions gain interest therefore at the end of the working term, one will be looking forward to a huge amount of money that resulted from his hard work. For Example, retirements benefits corporate offer this attractive package to employees increasing their motivation in their work.

Bibliography

An, ‘ Theories of motivation ’, Analytictech , 2003. Web.

An, ‘Importance of motivation’, Management study guide , 2001. Web.

Bentham, J., Jeremy Bentham: Life, Influence and Perspectives on his thought , Routledge, New York, 1993.

Biehler, R. & Snowman, J., Psychology Applied to Teaching, 12th ed, Houghton Mifflin, New York, 1997.

Knights, D. & Willmott, H., Organizational behavior and management, London, Thomson Learning, 2007.

Maslow, A. H., ‘A theory of human motivation,’ Psychological Review , vol. 25, 1943, pp. 370-396.

Shah. K. & Shah, J. P., Vroom,V. H. work and motivation, Laynetworks , 2000. Web.

Ukwuoma, B., Muanya, C. & Olayinka C., ‘ Health workers suspend strike, govt to pay 50% arrears’ , 2000. Web.

Vroom, V. H. Work and Motivation , Krieger Publishing Company, Manhattan,1982, pp. 48.

‘Workers Struggles: Europe, Middle East & Africa’, World Socialist 2010. Web.

• R. Biehler & J. Snowman, Psychology Applied to Teaching, 12 th ed. Houghton Mifflin, New York, 1997, 399.
• Management study guide: importance of motivation
• V. H. Vroom, Work and Motivation , Krieger Publishing Company, Manhattan, 1982, pp. 48.
• A. Maslow, ‘A theory of human motivation,’ Psychological Review , vol. 25, 1943, pp. 370-396.
• K. Shah & J. Shah, Vroom,V. H. work and motivation, Laynetworks , 2000.
• D. Knights & H. Willmott, Organizational behavior and management , London, Thomson Learning, 2007, 83.
• D. Knights & H. Willmott, Organizational behavior and management , London, Thomson Learning, 2007, 104.
• J. Bentham, Jeremy Bentham: Life, Influence and Perspectives on his thought, Routledge, New York, 1993, 65.
• An, ‘Theories of motivation’, Analytictech.com , 2003.
• ‘Workers Struggles: Europe, Middle East & Africa’, World Socialist .
• ‘Workers Struggles: Europe, Middle East & Africa’, World Socialist , 2010.
• A. H. Maslow, ‘A theory of human motivation,’ Psychological Review , vol. 25, 1943, pp. 370-396.
• B. Ukwuoma, C. Muanya & C. Olayinka, ‘Health workers suspend strike, govt to pay 50% arrears’, 2000.
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IvyPanda. (2024, February 28). Money as a Form of Motivation in the Work Place. https://ivypanda.com/essays/money-as-a-form-of-motivation-in-the-work-place/

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IvyPanda . 2024. "Money as a Form of Motivation in the Work Place." February 28, 2024. https://ivypanda.com/essays/money-as-a-form-of-motivation-in-the-work-place/.

1. IvyPanda . "Money as a Form of Motivation in the Work Place." February 28, 2024. https://ivypanda.com/essays/money-as-a-form-of-motivation-in-the-work-place/.

IvyPanda . "Money as a Form of Motivation in the Work Place." February 28, 2024. https://ivypanda.com/essays/money-as-a-form-of-motivation-in-the-work-place/.

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