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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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The Science of Improving Motivation at Work

The topic of employee motivation can be quite daunting for managers, leaders, and human resources professionals.

Organizations that provide their members with meaningful, engaging work not only contribute to the growth of their bottom line, but also create a sense of vitality and fulfillment that echoes across their organizational cultures and their employees’ personal lives.

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.”

In the context of work, an understanding of motivation can be applied to improve employee productivity and satisfaction; help set individual and organizational goals; put stress in perspective; and structure jobs so that they offer optimal levels of challenge, control, variety, and collaboration.

This article demystifies motivation in the workplace and presents recent findings in organizational behavior that have been found to contribute positively to practices of improving motivation and work life.

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:

Motivation in the workplace, motivation theories in organizational behavior, employee motivation strategies, motivation and job performance, leadership and motivation, motivation and good business, a take-home message.

Motivation in the workplace has been traditionally understood in terms of extrinsic rewards in the form of compensation, benefits, perks, awards, or career progression.

With today’s rapidly evolving knowledge economy, motivation requires more than a stick-and-carrot approach. Research shows that innovation and creativity, crucial to generating new ideas and greater productivity, are often stifled when extrinsic rewards are introduced.

Daniel Pink (2011) explains the tricky aspect of external rewards and argues that they are like drugs, where more frequent doses are needed more often. Rewards can often signal that an activity is undesirable.

Interesting and challenging activities are often rewarding in themselves. Rewards tend to focus and narrow attention and work well only if they enhance the ability to do something intrinsically valuable. Extrinsic motivation is best when used to motivate employees to perform routine and repetitive activities but can be detrimental for creative endeavors.

Anticipating rewards can also impair judgment and cause risk-seeking behavior because it activates dopamine. We don’t notice peripheral and long-term solutions when immediate rewards are offered. Studies have shown that people will often choose the low road when chasing after rewards because addictive behavior is short-term focused, and some may opt for a quick win.

Pink (2011) warns that greatness and nearsightedness are incompatible, and seven deadly flaws of rewards are soon to follow. He found that anticipating rewards often has undesirable consequences and tends to:

• Extinguish intrinsic motivation
• Decrease performance
• Encourage cheating
• Decrease creativity
• Crowd out good behavior
• Become addictive
• Foster short-term thinking

Pink (2011) suggests that we should reward only routine tasks to boost motivation and provide rationale, acknowledge that some activities are boring, and allow people to complete the task their way. When we increase variety and mastery opportunities at work, we increase motivation.

Rewards should be given only after the task is completed, preferably as a surprise, varied in frequency, and alternated between tangible rewards and praise. Providing information and meaningful, specific feedback about the effort (not the person) has also been found to be more effective than material rewards for increasing motivation (Pink, 2011).

They have shaped the landscape of our understanding of organizational behavior and our approaches to employee motivation. We discuss a few of the most frequently applied theories of motivation in organizational behavior.

Herzberg’s two-factor theory

Frederick Herzberg’s (1959) two-factor theory of motivation, also known as dual-factor theory or motivation-hygiene theory, was a result of a study that analyzed responses of 200 accountants and engineers who were asked about their positive and negative feelings about their work. Herzberg (1959) concluded that two major factors influence employee motivation and satisfaction with their jobs:

• Motivator factors, which can motivate employees to work harder and lead to on-the-job satisfaction, including experiences of greater engagement in and enjoyment of the work, feelings of recognition, and a sense of career progression
• Hygiene factors, which can potentially lead to dissatisfaction and a lack of motivation if they are absent, such as adequate compensation, effective company policies, comprehensive benefits, or good relationships with managers and coworkers

Herzberg (1959) maintained that while motivator and hygiene factors both influence motivation, they appeared to work entirely independently of each other. He found that motivator factors increased employee satisfaction and motivation, but the absence of these factors didn’t necessarily cause dissatisfaction.

Likewise, the presence of hygiene factors didn’t appear to increase satisfaction and motivation, but their absence caused an increase in dissatisfaction. It is debatable whether his theory would hold true today outside of blue-collar industries, particularly among younger generations, who may be looking for meaningful work and growth.

Maslow’s hierarchy of needs

Abraham Maslow’s hierarchy of needs theory proposed that employees become motivated along a continuum of needs from basic physiological needs to higher level psychological needs for growth and self-actualization . The hierarchy was originally conceptualized into five levels:

• Physiological needs that must be met for a person to survive, such as food, water, and shelter
• Safety needs that include personal and financial security, health, and wellbeing
• Belonging needs for friendships, relationships, and family
• Esteem needs that include feelings of confidence in the self and respect from others
• Self-actualization needs that define the desire to achieve everything we possibly can and realize our full potential

According to the hierarchy of needs, we must be in good health, safe, and secure with meaningful relationships and confidence before we can reach for the realization of our full potential.

For a full discussion of other theories of psychological needs and the importance of need satisfaction, see our article on How to Motivate .

Hawthorne effect

The Hawthorne effect, named after a series of social experiments on the influence of physical conditions on productivity at Western Electric’s factory in Hawthorne, Chicago, in the 1920s and 30s, was first described by Henry Landsberger in 1958 after he noticed some people tended to work harder and perform better when researchers were observing them.

Although the researchers changed many physical conditions throughout the experiments, including lighting, working hours, and breaks, increases in employee productivity were more significant in response to the attention being paid to them, rather than the physical changes themselves.

Today the Hawthorne effect is best understood as a justification for the value of providing employees with specific and meaningful feedback and recognition. It is contradicted by the existence of results-only workplace environments that allow complete autonomy and are focused on performance and deliverables rather than managing employees.

Expectancy theory

Expectancy theory proposes that we are motivated by our expectations of the outcomes as a result of our behavior and make a decision based on the likelihood of being rewarded for that behavior in a way that we perceive as valuable.

For example, an employee may be more likely to work harder if they have been promised a raise than if they only assumed they might get one.

Expectancy theory posits that three elements affect our behavioral choices:

• Expectancy is the belief that our effort will result in our desired goal and is based on our past experience and influenced by our self-confidence and anticipation of how difficult the goal is to achieve.
• Instrumentality is the belief that we will receive a reward if we meet performance expectations.
• Valence is the value we place on the reward.

Expectancy theory tells us that we are most motivated when we believe that we will receive the desired reward if we hit an achievable and valued target, and least motivated if we do not care for the reward or do not believe that our efforts will result in the reward.

Three-dimensional theory of attribution

Attribution theory explains how we attach meaning to our own and other people’s behavior and how the characteristics of these attributions can affect future motivation.

Bernard Weiner’s three-dimensional theory of attribution proposes that the nature of the specific attribution, such as bad luck or not working hard enough, is less important than the characteristics of that attribution as perceived and experienced by the individual. According to Weiner, there are three main characteristics of attributions that can influence how we behave in the future:

Stability is related to pervasiveness and permanence; an example of a stable factor is an employee believing that they failed to meet the expectation because of a lack of support or competence. An unstable factor might be not performing well due to illness or a temporary shortage of resources.

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.”

Colin Powell

According to Weiner, stable attributions for successful achievements can be informed by previous positive experiences, such as completing the project on time, and can lead to positive expectations and higher motivation for success in the future. Adverse situations, such as repeated failures to meet the deadline, can lead to stable attributions characterized by a sense of futility and lower expectations in the future.

Locus of control describes a perspective about the event as caused by either an internal or an external factor. For example, if the employee believes it was their fault the project failed, because of an innate quality such as a lack of skills or ability to meet the challenge, they may be less motivated in the future.

If they believe an external factor was to blame, such as an unrealistic deadline or shortage of staff, they may not experience such a drop in motivation.

Controllability defines how controllable or avoidable the situation was. If an employee believes they could have performed better, they may be less motivated to try again in the future than someone who believes that factors outside of their control caused the circumstances surrounding the setback.

Theory X and theory Y

Douglas McGregor proposed two theories to describe managerial views on employee motivation: theory X and theory Y. These views of employee motivation have drastically different implications for management.

He divided leaders into those who believe most employees avoid work and dislike responsibility (theory X managers) and those who say that most employees enjoy work and exert effort when they have control in the workplace (theory Y managers).

To motivate theory X employees, the company needs to push and control their staff through enforcing rules and implementing punishments.

Theory Y employees, on the other hand, are perceived as consciously choosing to be involved in their work. They are self-motivated and can exert self-management, and leaders’ responsibility is to create a supportive environment and develop opportunities for employees to take on responsibility and show creativity.

Theory X is heavily informed by what we know about intrinsic motivation and the role that the satisfaction of basic psychological needs plays in effective employee motivation.

Taking theory X and theory Y as a starting point, theory Z was developed by Dr. William Ouchi. The theory combines American and Japanese management philosophies and focuses on long-term job security, consensual decision making, slow evaluation and promotion procedures, and individual responsibility within a group context.

Its noble goals include increasing employee loyalty to the company by providing a job for life, focusing on the employee’s wellbeing, and encouraging group work and social interaction to motivate employees in the workplace.

There are several implications of these numerous theories on ways to motivate employees. They vary with whatever perspectives leadership ascribes to motivation and how that is cascaded down and incorporated into practices, policies, and culture.

The effectiveness of these approaches is further determined by whether individual preferences for motivation are considered. Nevertheless, various motivational theories can guide our focus on aspects of organizational behavior that may require intervening.

Herzberg’s two-factor theory , for example, implies that for the happiest and most productive workforce, companies need to work on improving both motivator and hygiene factors.

The theory suggests that to help motivate employees, the organization must ensure that everyone feels appreciated and supported, is given plenty of specific and meaningful feedback, and has an understanding of and confidence in how they can grow and progress professionally.

To prevent job dissatisfaction, companies must make sure to address hygiene factors by offering employees the best possible working conditions, fair pay, and supportive relationships.

Maslow’s hierarchy of needs , on the other hand, can be used to transform a business where managers struggle with the abstract concept of self-actualization and tend to focus too much on lower level needs. Chip Conley, the founder of the Joie de Vivre hotel chain and head of hospitality at Airbnb, found one way to address this dilemma by helping his employees understand the meaning of their roles during a staff retreat.

In one exercise, he asked groups of housekeepers to describe themselves and their job responsibilities by giving their group a name that reflects the nature and the purpose of what they were doing. They came up with names such as “The Serenity Sisters,” “The Clutter Busters,” and “The Peace of Mind Police.”

These designations provided a meaningful rationale and gave them a sense that they were doing more than just cleaning, instead “creating a space for a traveler who was far away from home to feel safe and protected” (Pattison, 2010). By showing them the value of their roles, Conley enabled his employees to feel respected and motivated to work harder.

The Hawthorne effect studies and Weiner’s three-dimensional theory of attribution have implications for providing and soliciting regular feedback and praise. Recognizing employees’ efforts and providing specific and constructive feedback in the areas where they can improve can help prevent them from attributing their failures to an innate lack of skills.

Praising employees for improvement or using the correct methodology, even if the ultimate results were not achieved, can encourage them to reframe setbacks as learning opportunities. This can foster an environment of psychological safety that can further contribute to the view that success is controllable by using different strategies and setting achievable goals .

Theories X, Y, and Z show that one of the most impactful ways to build a thriving organization is to craft organizational practices that build autonomy, competence, and belonging. These practices include providing decision-making discretion, sharing information broadly, minimizing incidents of incivility, and offering performance feedback.

Being told what to do is not an effective way to negotiate. Having a sense of autonomy at work fuels vitality and growth and creates environments where employees are more likely to thrive when empowered to make decisions that affect their work.

Feedback satisfies the psychological need for competence. When others value our work, we tend to appreciate it more and work harder. Particularly two-way, open, frequent, and guided feedback creates opportunities for learning.

Frequent and specific feedback helps people know where they stand in terms of their skills, competencies, and performance, and builds feelings of competence and thriving. Immediate, specific, and public praise focusing on effort and behavior and not traits is most effective. Positive feedback energizes employees to seek their full potential.

Lack of appreciation is psychologically exhausting, and studies show that recognition improves health because people experience less stress. In addition to being acknowledged by their manager, peer-to-peer recognition was shown to have a positive impact on the employee experience (Anderson, 2018). Rewarding the team around the person who did well and giving more responsibility to top performers rather than time off also had a positive impact.

Stop trying to motivate your employees – Kerry Goyette

Other approaches to motivation at work include those that focus on meaning and those that stress the importance of creating positive work environments.

Meaningful work is increasingly considered to be a cornerstone of motivation. In some cases, burnout is not caused by too much work, but by too little meaning. For many years, researchers have recognized the motivating potential of task significance and doing work that affects the wellbeing of others.

All too often, employees do work that makes a difference but never have the chance to see or to meet the people affected. Research by Adam Grant (2013) speaks to the power of long-term goals that benefit others and shows how the use of meaning to motivate those who are not likely to climb the ladder can make the job meaningful by broadening perspectives.

Creating an upbeat, positive work environment can also play an essential role in increasing employee motivation and can be accomplished through the following:

• Encouraging teamwork and sharing ideas
• Providing tools and knowledge to perform well
• Eliminating conflict as it arises
• Giving employees the freedom to work independently when appropriate
• Helping employees establish professional goals and objectives and aligning these goals with the individual’s self-esteem
• Making the cause and effect relationship clear by establishing a goal and its reward
• Offering encouragement when workers hit notable milestones
• Celebrating employee achievements and team accomplishments while avoiding comparing one worker’s achievements to those of others
• Offering the incentive of a profit-sharing program and collective goal setting and teamwork
• Soliciting employee input through regular surveys of employee satisfaction
• Providing professional enrichment through providing tuition reimbursement and encouraging employees to pursue additional education and participate in industry organizations, skills workshops, and seminars
• Motivating through curiosity and creating an environment that stimulates employee interest to learn more
• Using cooperation and competition as a form of motivation based on individual preferences

Sometimes, inexperienced leaders will assume that the same factors that motivate one employee, or the leaders themselves, will motivate others too. Some will make the mistake of introducing de-motivating factors into the workplace, such as punishment for mistakes or frequent criticism, but negative reinforcement rarely works and often backfires.

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There are several positive psychology interventions that can be used in the workplace to improve important outcomes, such as reduced job stress and increased motivation, work engagement, and job performance. Numerous empirical studies have been conducted in recent years to verify the effects of these interventions.

Psychological capital interventions

Psychological capital interventions are associated with a variety of work outcomes that include improved job performance, engagement, and organizational citizenship behaviors (Avey, 2014; Luthans & Youssef-Morgan 2017). Psychological capital refers to a psychological state that is malleable and open to development and consists of four major components:

• Self-efficacy and confidence in our ability to succeed at challenging work tasks
• Optimism and positive attributions about the future of our 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 (Luthans & Youssef-Morgan, 2017)

Job crafting interventions

Job crafting interventions – where employees design and have control over the characteristics of their work to create an optimal fit between work demands and their personal strengths – can lead to improved performance and greater work engagement (Bakker, Tims, & Derks, 2012; van Wingerden, Bakker, & Derks, 2016).

The concept of job crafting is rooted in the jobs demands–resources theory and suggests that employee motivation, engagement, and performance can be influenced by practices such as (Bakker et al., 2012):

• Attempts to alter social job resources, such as feedback and coaching
• Structural job resources, such as opportunities to develop at work
• Challenging job demands, such as reducing workload and creating new projects

Job crafting is a self-initiated, proactive process by which employees change elements of their jobs to optimize the fit between their job demands and personal needs, abilities, and strengths (Wrzesniewski & Dutton, 2001).

Today’s motivation research shows that participation is likely to lead to several positive behaviors as long as managers encourage greater engagement, motivation, and productivity while recognizing the importance of rest and work recovery.

One key factor for increasing work engagement is psychological safety (Kahn, 1990). Psychological safety allows an employee or team member to engage in interpersonal risk taking and refers to being able to bring our authentic self to work without fear of negative consequences to self-image, status, or career (Edmondson, 1999).

When employees perceive psychological safety, they are less likely to be distracted by negative emotions such as fear, which stems from worrying about controlling perceptions of managers and colleagues.

Dealing with fear also requires intense emotional regulation (Barsade, Brief, & Spataro, 2003), which takes away from the ability to fully immerse ourselves in our work tasks. The presence of psychological safety in the workplace decreases such distractions and allows employees to expend their energy toward being absorbed and attentive to work tasks.

Effective structural features, such as coaching leadership and context support, are some ways managers can initiate psychological safety in the workplace (Hackman, 1987). Leaders’ behavior can significantly influence how employees behave and lead to greater trust (Tyler & Lind, 1992).

Supportive, coaching-oriented, and non-defensive responses to employee concerns and questions can lead to heightened feelings of safety and ensure the presence of vital psychological capital.

Another essential factor for increasing work engagement and motivation is the balance between employees’ job demands and resources.

Job demands can stem from time pressures, physical demands, high priority, and shift work and are not necessarily detrimental. High job demands and high resources can both increase engagement, but it is important that employees perceive that they are in balance, with sufficient resources to deal with their work demands (Crawford, LePine, & Rich, 2010).

Challenging demands can be very motivating, energizing employees to achieve their goals and stimulating their personal growth. Still, they also require that employees be more attentive and absorbed and direct more energy toward their work (Bakker & Demerouti, 2014).

Unfortunately, when employees perceive that they do not have enough control to tackle these challenging demands, the same high demands will be experienced as very depleting (Karasek, 1979).

This sense of perceived control can be increased with sufficient resources like managerial and peer support and, like the effects of psychological safety, can ensure that employees are not hindered by distraction that can limit their attention, absorption, and energy.

The job demands–resources occupational stress model suggests that job demands that force employees to be attentive and absorbed can be depleting if not coupled with adequate resources, and shows how sufficient resources allow employees to sustain a positive level of engagement that does not eventually lead to discouragement or burnout (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001).

And last but not least, another set of factors that are critical for increasing work engagement involves core self-evaluations and self-concept (Judge & Bono, 2001). Efficacy, self-esteem, locus of control, identity, and perceived social impact may be critical drivers of an individual’s psychological availability, as evident in the attention, absorption, and energy directed toward their work.

Self-esteem and efficacy are enhanced by increasing employees’ general confidence in their abilities, which in turn assists in making them feel secure about themselves and, therefore, more motivated and engaged in their work (Crawford et al., 2010).

Social impact, in particular, has become increasingly important in the growing tendency for employees to seek out meaningful work. One such example is the MBA Oath created by 25 graduating Harvard business students pledging to lead professional careers marked with integrity and ethics:

The MBA oath

“As a business leader, I recognize my role in society.

My purpose is to lead people and manage resources to create value that no single individual can create alone.

My decisions affect the well-being of individuals inside and outside my enterprise, today and tomorrow. Therefore, I promise that:

• I will manage my enterprise with loyalty and care, and will not advance my personal interests at the expense of my enterprise or society.
• I will understand and uphold, in letter and spirit, the laws and contracts governing my conduct and that of my enterprise.
• I will refrain from corruption, unfair competition, or business practices harmful to society.
• I will protect the human rights and dignity of all people affected by my enterprise, and I will oppose discrimination and exploitation.
• I will protect the right of future generations to advance their standard of living and enjoy a healthy planet.
• I will report the performance and risks of my enterprise accurately and honestly.
• I will invest in developing myself and others, helping the management profession continue to advance and create sustainable and inclusive prosperity.

In exercising my professional duties according to these principles, I recognize that my behavior must set an example of integrity, eliciting trust, and esteem from those I serve. I will remain accountable to my peers and to society for my actions and for upholding these standards. This oath, I make freely, and upon my honor.”

Job crafting is the process of personalizing work to better align with one’s strengths, values, and interests (Tims & Bakker, 2010).

Any job, at any level can be ‘crafted,’ and a well-crafted job offers more autonomy, deeper engagement and improved overall wellbeing.

There are three types of job crafting:

• Task crafting involves adding or removing tasks, spending more or less time on certain tasks, or redesigning tasks so that they better align with your core strengths (Berg et al., 2013).
• Relational crafting includes building, reframing, and adapting relationships to foster meaningfulness (Berg et al., 2013).
• Cognitive crafting defines how we think about our jobs, including how we perceive tasks and the meaning behind them.

If you would like to guide others through their own unique job crafting journey, our set of Job Crafting Manuals (PDF) offer a ready-made 7-session coaching trajectory.

Prosocial motivation is an important driver behind many individual and collective accomplishments at work.

It is a strong predictor of persistence, performance, and productivity when accompanied by intrinsic motivation. Prosocial motivation was also indicative of more affiliative citizenship behaviors when it was accompanied by motivation toward impression management motivation and was a stronger predictor of job performance when managers were perceived as trustworthy (Ciulla, 2000).

On a day-to-day basis most jobs can’t fill the tall order of making the world better, but particular incidents at work have meaning because you make a valuable contribution or you are able to genuinely help someone in need.

J. B. Ciulla

Prosocial motivation was shown to enhance the creativity of intrinsically motivated employees, the performance of employees with high core self-evaluations, and the performance evaluations of proactive employees. The psychological mechanisms that enable this are the importance placed on task significance, encouraging perspective taking, and fostering social emotions of anticipated guilt and gratitude (Ciulla, 2000).

Some argue that organizations whose products and services contribute to positive human growth are examples of what constitutes good business (Csíkszentmihályi, 2004). Businesses with a soul are those enterprises where employees experience deep engagement and develop greater complexity.

In these unique environments, employees are provided opportunities to do what they do best. In return, their organizations reap the benefits of higher productivity and lower turnover, as well as greater profit, customer satisfaction, and workplace safety. Most importantly, however, the level of engagement, involvement, or degree to which employees are positively stretched contributes to the experience of wellbeing at work (Csíkszentmihályi, 2004).

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.

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Daniel Pink (2011) argues that when it comes to motivation, management is the problem, not the solution, as it represents antiquated notions of what motivates people. He claims that even the most sophisticated forms of empowering employees and providing flexibility are no more than civilized forms of control.

He gives an example of companies that fall under the umbrella of what is known as results-only work environments (ROWEs), which allow all their employees to work whenever and wherever they want as long their work gets done.

Valuing results rather than face time can change the cultural definition of a successful worker by challenging the notion that long hours and constant availability signal commitment (Kelly, Moen, & Tranby, 2011).

Studies show that ROWEs can increase employees’ control over their work schedule; improve work–life fit; positively affect employees’ sleep duration, energy levels, self-reported health, and exercise; and decrease tobacco and alcohol use (Moen, Kelly, & Lam, 2013; Moen, Kelly, Tranby, & Huang, 2011).

Perhaps this type of solution sounds overly ambitious, and many traditional working environments are not ready for such drastic changes. Nevertheless, it is hard to ignore the quickly amassing evidence that work environments that offer autonomy, opportunities for growth, and pursuit of meaning are good for our health, our souls, and our society.

Leave us your thoughts on this topic.

Related reading: Motivation in Education: What It Takes to Motivate Our Kids

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

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• Herzberg, F. (1959).  The motivation to work.  Wiley.
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• Kelly, E. L., Moen, P., & Tranby, E. (2011). Changing workplaces to reduce work-family conflict: Schedule control in a white-collar organization.  American Sociological Review ,  76 (2), 265–290.
• Landsberger, H. A. (1958). Hawthorne revisited: Management and the worker, its critics, and developments in human relations in industry. Cornell University.
• Luthans, F., & Youssef-Morgan, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4 , 339-366.
• Moen, P., Kelly, E. L., & Lam, J. (2013). Healthy work revisited: Do changes in time strain predict well-being?  Journal of occupational health psychology, 18 (2), 157.
• Moen, P., Kelly, E., Tranby, E., & Huang, Q. (2011). Changing work, changing health: Can real work-time flexibility promote health behaviors and well-being?  Journal of Health and Social Behavior, 52(4), 404–429.
• Pattison, K. (2010, August 26). Chip Conley took the Maslow pyramid, made it an employee pyramid and saved his company. Fast Company. Retrieved from https://www.fastcompany.com/1685009/chip-conley-took-maslow-pyramid-made-it-employee-pyramid-and-saved-his-company
• Pink, D. H. (2011). Drive: The surprising truth about what motivates us. Penguin.
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Good and helpful study thank you. It will help achieving goals for my clients. Thank you for this information

A lot of data is really given. Validation is correct. The next step is the exchange of knowledge in order to create an optimal model of motivation.

A good article, thank you for sharing. The views and work by the likes of Daniel Pink, Dan Ariely, Barry Schwartz etc have really got me questioning and reflecting on my own views on workplace motivation. There are far too many organisations and leaders who continue to rely on hedonic principles for motivation (until recently, myself included!!). An excellent book which shares these modern views is ‘Primed to Perform’ by Doshi and McGregor (2015). Based on the earlier work of Deci and Ryan’s self determination theory the book explores the principle of ‘why people work, determines how well they work’. A easy to read and enjoyable book that offers a very practical way of applying in the workplace.

Thanks for mentioning that. Sounds like a good read.

All the best, Annelé

Motivation – a piece of art every manager should obtain and remember by heart and continue to embrace.

Exceptionally good write-up on the subject applicable for personal and professional betterment. Simplified theorem appeals to think and learn at least one thing that means an inspiration to the reader. I appreciate your efforts through this contributive work.

Excelente artículo sobre motivación. Me inspira. Gracias

Very helpful for everyone studying motivation right now! It’s brilliant the way it’s witten and also brought to the reader. Thank you.

Such a brilliant piece! A super coverage of existing theories clearly written. It serves as an excellent overview (or reminder for those of us who once knew the older stuff by heart!) Thank you!

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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

Why the secret to great coaching lies in motivation

What causes a lack of motivation plus 9 tips to get it back, goal-setting theory: why it’s important, and how to use it at work, motivation and inspiration: examples in life and work, 10 exciting career change ideas (with salaries), what moves you understanding motivation is your key to success, how motivation works in the brain: exploring the science, work ethics: 5 tips for managers to develop strong teams, 8 motivational theories and how to use them in work and life, similar articles, how building trust is the true secret to motivating sales teams, what is altruism (and is it important at work), how to handle a lack of motivation at work, ready to be inspired here are 11 self-motivation examples, no motivation to work: 7 tips to find motivation again, what is intrinsic motivation definition and examples, stay connected with betterup, get our newsletter, event invites, plus product insights and research..

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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 Guide to Motivating Yourself at Work

• Rakshitha Arni Ravishankar

Feeling burned out? Use these tips from our authors.

Sixty percent of employees feel emotionally detached from their jobs and 50% report feeling stressed on a daily basis, according to a recent global survey from Gallup. While your first instinct may be to quit your job, it might not be the most sustainable option. Know that you have the agency to create better working conditions for yourself.

• Understand the impact of your work. Take the time to learn how our work contributes to the larger mission of our organization can help us reenter a more positive state of mind.
• Once you know the impact of your work, pick one area or project and overdeliver. A better way to stay engaged and grow in your role is to identify and prioritize the tasks that will be most recognized by your manager and organization.
• Build habits that help you move through the stressful moments. Practice flourishing or connect to your sense of purpose in life and appreciate your accomplishments even during life’s challenging moments.
• Amplify the parts of your job that you do enjoy. Try job crafting. That is redesign your daily tasks to focus on your strengths.
• Figure out what gives you meaning outside work. Work is not the only place we should seek to thrive. Our interests, goals, and aspirations outside of our jobs can be just as meaningful.

My first job was a dream come true. I was working at a news organization, reporting on some of the most important stories in the world. In the beginning, my work gave me a real sense of purpose — I was reporting on stories that mattered. But slowly, my satisfaction faded. I started dreading the long hours. My pay barely covered my living expenses. The more time went by, the more my tasks began to feel monotonous. Six months in, I was entirely disillusioned and demotivated.

• RR Rakshitha Arni Ravishankar is an associate editor at Ascend.

Partner Center

Module 6: Motivation in the Workplace

Introduction to motivation in the workplace, what you’ll learn to do: discuss impact of motivation in the workplace.

So far in this module, we’ve discussed the components of motivation and some of the most well-known and useful motivational theories. There are more theories out there, and we could go on for quite a while describing them. However, it’s important for managers to understand that all of them seek to predict human behavior and understand the mystery that is motivation, and that all of them bring some amount of clarity to the issue.

Now it’s time to dig in to how exactly motivation impacts the workplace.

• Introduction to Motivation in the Workplace. Authored by : Freedom Learning Group. Provided by : Lumen Learning. License : CC BY: Attribution
• Untitled. Authored by : Annie Spratt. Provided by : Unsplash. Located at : https://unsplash.com/photos/QckxruozjRg . License : CC BY: Attribution . License Terms : Unsplash License

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• Motivation in the Workplace Essay

Motivation In The Workplace Essay

Several of the more "classic" theories will be discussed in the following section. Most of the following theories of motivation can be viewed in the light of the notion of extrinsic and intrinsic motivation. Theories of Motivation It certainly would be impossible to describe all the major theories of human motivation here; however, there are several major theorists who describe concepts that are relevant for this paper. The extrinsic/intrinsic motivation distinction is often an integral part of these models that may or may not be specified. Perhaps the seminal theory of human motivation that can be applied across different contexts including the workplace comes from psychologist Abraham Maslow. Maslow's Hierarchy of Needs Maslow (1943) originally described his hierarchy of needs theory as a sort of alternative view to the Freudian notions of motivation that dominated psychology at that time. Freudian thought conceptualized motivation in the form of physical drives, especially drives regarding procreation and later a drive to return to one's origins (eros and thanos; Hall, Lindzey, and Campbell 1998). Maslow disagreed with the classical Freudian notion that the major impetus of human behavior had to do with sexual impulses or impulses to control anxiety and believed that other factors motivated behavior. He developed his overall theory of needs by studying people whom he believed to be exemplary such as Eleanor Roosevelt and Albert Einstein as well as what he considered the healthiest proportion of college students he was exposed to (Maslow 1943). Maslow's hierarchy of needs theory parallels many of the other theoretical conceptualizations regarding human development and developmental psychology of his time; however, his terminology and ideas have endured and were the foundation for the formulation of the "third force" or humanistic paradigm in psychology (Hall, Lindzey, and Campbell 1998). His hierarchy of needs remains a very popular topic in management training and psychological/sociological research. The needs from most basic to more advanced are as follows (Maslow 1943; 1954; Hall, Lindzey, and Campbell 1998): 1. The physiological needs. These needs represent physical requirements for survival. If these needs are not met the person will fail and of course eventually die. So basic needs like food, water, clothing, shelter, etc. must be met in order for the organism to survive. If these are not adequately satisfied the organism will not experience significant motivation to fulfill other needs. 2. Safety needs. When physical needs are adequately satisfied safety needs will tend to be the primary motivation and behavior. Such things as personal safety, family safety, economic safety, financial security, wellness and relative good health, etc. would fall under this category. In the absence of safety needs such as financial or economic safety workers will be more motivated to seek job security, standardized minimal wages, disability accommodations and so forth. Thus it is that this level where pay raises, health benefits, etc. may have their peak motivating power; however, even if this need is relatively satisfied workers could be motivated by better pay and benefits. 3. Belongingness needs. After the above two needs, which are primarily extrinsic, are relatively fulfill interpersonal needs and feelings of belongingness become extremely motivating, although in many cases this need can override the need for safety as witnessed to individuals who continue to maintain abusive relationships. Here such motivating factors as friendship, family, intimacy (love), feeling as if one is part of a group, etc. are primary motivating factors. However it is important to understand that the need for belongingness can be very powerful and can dominate physiological and security needs depending on the situation. 4. Esteem needs. People have been inherent desire to feel respected or acknowledged and this desire becomes the primary motivating factor once the above three factors are relatively satisfied. These needs give the person a sense of recognition and pride in their achievements and accomplishments; however, Maslow believed that these needs will not be as strong in people that are starving, insecure, or have no sense of belongingness. There are two levels of esteem needs. Lower esteem needs are concerned with respect from others in need for status, recognition, prestige, etc., whereas higher esteem needs are concerned with the need for self -- respect. 5. Self-actualization. At this level in person desires to become everything that they can become, to fulfill their potential. This became the highest level of needs and Maslow's hierarchy and he felt that very few people reach this point. At these needs the person strives to master themselves or some particular discipline such as art or athletics. Of course…

Sources Used in Documents:

References Argyris, C. 1993, Knowledge for action: a guide to overcoming barriers to organizational change, Jossey-Bass, San Francisco, CA. Chien, J.C. 2013,'Examining Herzberg's Two Factor Theory in a large Chinese chemical fiber company' World Academy of Science, Engineering and Technology, vol. 78, no. 248, pp.1433-1438. Gneezy, U. And Rustichini, A. 2000, 'Pay enough or don't pay at all', Quarterly Journal of Economics vol. 115, no. 3, pp. 791-810. Hackman, J.R. And Oldham, G.R. 1980, Work redesign. Pearson Education Inc., Upper Saddle River, N.J.

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Essay 1.1 What Is Motivation, Where Does It Come from, and How Does It Work?

• Published: January 2023
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Motivation is the process that drives, selects, and directs goals and behaviors. Motivation typically arises out of the person’s needs, and it then comes to life through the person’s specific goals. In this essay, the authors examine the concept of “needs” as the crucible from which motivated behavior arises because all individuals are born with needs that jump-start the goal-oriented, motivated behaviors that are critical to survival and thriving. These are both physical needs (such as hunger and thirst) and psychological needs (such as the need for social relationships, optimal predictability, and competence). The aim of motivation is therefore to bring about a desired (need, goal) state. Motivation underlies and organizes all aspects of a person’s psychology. As it does so, motivation “glues” a person together as a functioning individual in their culture and context.

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Intrinsic Motivation: How Internal Rewards Drive Behavior

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Amy Morin, LCSW, is a psychotherapist and international bestselling author. Her books, including "13 Things Mentally Strong People Don't Do," have been translated into more than 40 languages. Her TEDx talk,  "The Secret of Becoming Mentally Strong," is one of the most viewed talks of all time.

Illustration by Joshua Seong. © Verywell, 2018.

How Intrinsic Motivation Works

• Extrinsic Reinforcement
• Importance in Daily Life
• Influential Factors
• Potential Pitfalls

Intrinsic motivation is defined as the motivation to engage in a behavior because of the inherent satisfaction of the activity rather than the desire for a reward or specific outcome. According to "Introduction to Psychology: Gateways to Mind and Behavior With Concept Maps," intrinsic motivation occurs when we act without any obvious external rewards: "We simply enjoy an activity or see it as an opportunity to explore, learn, and actualize our potentials."

The three main elements of intrinsic motivation are autonomy, purpose, and mastery. People are intrinsically motivated when they can act independently, feel that their efforts matter, and gain satisfaction from becoming more skilled.

Intrinsic motivation can be contrasted with extrinsic motivation , which involves engaging in a behavior to earn external rewards or avoid punishment .

Is It Extrinsic and Intrinsic Motivation?

What are examples of intrinsic and extrinsic motivation.

Consider for a moment your motivation for reading this article. If you are reading it because you have an interest in psychology and simply want to know more about the topic of motivation, then you are acting based upon intrinsic motivation.

If you are reading this article because you have to learn the information for a class and want to avoid getting a bad grade, then you are acting based on extrinsic motivation .

When was the last time you did something simply for the enjoyment of the activity itself? There are a number of activities that fall into this category. For instance, you may plant a garden, paint a picture, play a game, write a story, take a walk, or read a book. These may or may not produce something or provide a prize. Instead, we do them because we like to. They make us happy.

When you pursue an activity for the pure enjoyment of it, you are doing so because you are intrinsically motivated. Your motivations for engaging in the behavior arise entirely from within rather than out of a desire to gain some type of external reward, such as prizes, money, or acclaim.

Of course, that isn't to say that intrinsically motivated behaviors do not come with their own rewards. These rewards involve creating positive emotions within the individual.

Activities can generate such feelings when they give you a sense of meaning, like participating in volunteer or church events. They may also give you a sense of progress when you see that your work is accomplishing something positive, or competence when you learn something new or become more skilled at a task.

Impact of Extrinsic Reinforcement

Researchers have discovered that offering external rewards or reinforcements for an already internally rewarding activity can actually make the activity less intrinsically rewarding. This phenomenon is known as the overjustification effect .

"A person's intrinsic enjoyment of an activity provides sufficient justification for their behavior," explains author Richard A. Griggs in his book "Psychology: A Concise Introduction."

"With the addition of extrinsic reinforcement, " Griggs writes, "the person may perceive the task as overjustified and then attempt to understand their true motivation (extrinsic versus intrinsic) for engaging in the activity."

People tend to be more creative when they are intrinsically motivated.

In work settings, for instance, productivity can be increased by using extrinsic rewards such as a bonus. However, the actual quality of the work performed is influenced by intrinsic factors. If you are doing something that you find rewarding, interesting, and challenging, you are more likely to come up with novel ideas and creative solutions.

Intrinsic Motivation in Your Life

Intrinsic motivation can drive behavior in all aspects of life, particularly in education, sports, careers, and personal pursuits.

In Education

Intrinsic motivation is an important topic in education. Teachers and instructional designers strive to develop learning environments that are intrinsically rewarding. Unfortunately, many traditional paradigms suggest that most students find learning boring, so they must be extrinsically goaded into educational activities.

In a book chapter called "Making Learning Fun: A Taxonomy of Intrinsic Motivations for Learning," authors Thomas Malone and Mark Leeper suggest that this does not need to be the case. They identify several different ways to create learning environments that are intrinsically rewarding.

An activity is intrinsically motivating if "people engage in it for its own sake, rather than in order to receive some external reward or avoid some external punishment." The words fun, interesting, captivating, enjoyable, and intrinsically motivating are used interchangeably to describe such activities.

In Personal Pursuits

Examples of intrinsic motivation in daily life abound. If you participate in a sport because you enjoy it rather than to win awards or competitions, you're responding to intrinsic motivation.

Another example: You try to do your best at work because your tasks and mission provide fulfillment and satisfaction, regardless of extrinsic factors such as pay and benefits.

Perhaps you maintain a beautiful garden because you enjoy planting it and watching it grow, not because the neighbors would complain if your yard were messy. Or, maybe you dress stylishly as a way to express yourself and your interest in fashion, rather than to garner attention. Whenever you do something "just for you," you're responding to intrinsic motivation.

Factors That Influence Intrinsic Motivation

Malone and Leeper identify these factors as increasing intrinsic motivation:

• Challenge : People are more motivated when they pursue goals with personal meaning and when attaining the goal is possible but not necessarily certain. These goals may also relate to their self-esteem when performance feedback is available.
• Control : People want control over themselves and their environments and want to determine what they pursue.
• Cooperation and competition : Intrinsic motivation can be increased in situations where people gain satisfaction from helping others. It also applies to cases where they can compare their performance favorably to that of others.
• Curiosity : Internal motivation is increased when something in the physical environment grabs the individual's attention (sensory curiosity). It also occurs when something about the activity stimulates the person to want to learn more (cognitive curiosity).
• Recognition : People enjoy having their accomplishments recognized by others, which can increase internal motivation.

Potential Pitfalls Affecting Intrinsic Motivation

Experts have noted that offering unnecessary rewards can have unexpected costs. While we like to think that offering a reward will improve a person's motivation , interest, and performance, this isn't always the case.

When children are rewarded for playing with toys that they already enjoy playing with, their enjoyment of those toys, and their motivation to continue playing with them, actually decreases.

It is important to note, however, that a number of factors can influence whether intrinsic motivation is increased or decreased by external rewards. Salience or the significance of the event itself often plays a critical role.

An athlete competing in a sporting event might view the winner's prize as confirmation of competence and exceptionalism. On the other hand, some athletes might view the same prize as a sort of bribe or coercion.

The way in which the individual views the importance of different characteristics of the event impacts whether the reward will affect their intrinsic motivation for participating in that activity.

In your own life, there are probably many things you do which are prompted by intrinsic motivation. These are important elements for a well-balanced life. If we spend all of our time working to make money, we may miss out on the simple pleasures of life. Realizing your own intrinsic and extrinsic motivations and balancing them can be quite rewarding.

Coon D, Mitterer JO. Introduction to Psychology: Gateways to Mind and Behavior With Concept Maps . Wadsworth.

Pink DH.  Drive: The Surprising Truth about What Motivates Us . Reprint, paperback ed. Riverhead Books; 2012.

Levy A, DeLeon IG, Martinez CK, et al. A quantitative review of overjustification effects in persons with intellectual and developmental disabilities.   J Appl Behav Anal . 2017;50(2):206–221. doi:10.1002/jaba.359

Griggs RA. Psychology: A Concise Introduction. 3rd ed . Worth Publishers.

Malone TW, Lepper MR. Making learning fun: A taxonomy of intrinsic motivations for learning . In: Snow RE, Farr MJ, ed. Aptitude, Learning, and Instruction: Iii. Conative and Affective Process Analysis . Erlbaum.

Boedecker J, Lampe T, Riedmiller M. Modeling effects of intrinsic and extrinsic rewards on the competition between striatal learning systems .  Front Psychol . 2013;4:739. doi:10.3389/fpsyg.2013.00739

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Motivation in the Healthcare Field Workplace Essay

Personnel retention and reliable performance, mcgregor’s theory and its impact, maslow’s hierarchy of needs.

Engaging and retaining qualified specialists in the healthcare sector are the practices that are maintained by professional managers effectively. An opportunity to provide subordinates with favorable working conditions is the guarantee that employees will perform their immediate duties competently and will be ready to devote themselves to achieving the ultimate goals of their organization.

Motivational ideas promoted among workers can play an important role in forming opinions about the internal policies of a particular institution and the healthcare system as a whole. For this purpose, it is essential to consider the existing leadership approaches and principles that allow managers to not only retain subordinates but also to control their behavior, which contributes to productive work. Scholarly motivational theories are the significant components of management, and their effective application in practice correlates with the performance and satisfaction of subordinates.

The factors that motivate medical staff to perform their duties effectively and adhere to appropriate behavior are largely determined by the nature of management approaches. About nurses, the leaders of healthcare institutions often stimulate the activity of subordinates by organizing effective cooperation among them and supporting the system of rewards. Nevertheless, factors affecting productivity and dedication to immediate duties may vary.

For instance, Borkowski (2015) states that there is a direct link between physicians’ “disruptive behavior and nurse satisfaction and retention” (p. 273). Management’s failure to provide a normal interaction mechanism among employees influences their job satisfaction negatively, which, in turn, reduces performance.

One of the most successful mechanisms for achieving high production results is motivation. As Johnson and Rossow (2019) note, leaders’ ability to influence the indicators of subordinates’ interest and utilize the appropriate methods of stimulating working activity characterizes managers’ professionalism and their awareness of assigned functions. In case employees are willing to make efforts and do everything possible to achieve the highest possible results, it affects the overall work process positively. Based on various motivational theories implying work with subordinates as one of the key aspects of personnel management, it is possible to assess the success of specific measures and their importance in the healthcare sector.

Human resource management requires constant monitoring to achieve high production results. Following McGregor’s theory, initially, employees do not have the appropriate motivation and are not ready to put maximum efforts for the benefit of their organization (Prottas & Nummelin, 2018). In the context of the healthcare area, such an approach is unacceptable since the interest of medical personnel is a significant factor in the success of all interventions and, consequently, public health and safety.

Therefore, Theory X and Theory Y considered is a valuable tool in researching and adjusting organizational behavior. As Prottas and Nummelin (2018) note, it is the framework that facilitates the study of such a phenomenon as an employee interest factor. Therefore, its use in a working environment is a well-established practice.

The interaction of subordinates and managers is a key area of McGregor’s ​​research. According to Prottas and Nummelin (2018), leadership approaches and beliefs maintained in a specific working environment influence the organizational behavior of employees directly. Any actions aimed at increasing productivity and engaging in certain projects are analyzed by subordinates, and the relevance of proposed changes serves as a key background for the formation of specific behavioral decisions. In other words, if the management makes objectively competent and logical decisions, it will necessarily stimulate subordinates’ activity. Therefore, McGregor’s concept is significant in the context of studying organizational behavior.

The individuality of employees is a significant criterion that determines their interest in performing direct duties and following the plans of a particular organization. In this case, the application of Maslow’s theory related to the distribution of needs is a relevant technique that allows focusing on subordinates’ priorities and their behavior in the workplace. In their study, Liu, Aungsuroch, and Yunibhand (2016) consider this model in the context of the nursing profession and use Maslow’s approach to assess the ability of healthcare institutions to meet the needs of employees at different levels. Using such a framework helps to determine which conditions are optimal for nurses so that their activity in the workplace could be as productive as possible.

Initial Stages

Satisfying subordinates’ needs at different levels of Maslow’s pyramid can be accomplished by applying appropriate management strategies. For instance, the lower two stages related to physiology and safety may be realized in a comfortable working environment. According to Liu et al. (2016), “when nurses are satisfied with their working conditions, burnout, work stress, absenteeism and intention to leave are often reduced,” which, has a positive impact on performance outcomes (p. 89). The need to belong to a specific social group is also satisfied by maintaining relevant managerial activity in keeping nurses as a separate medical community.

Final Stages

Confidence and self-esteem can be met by offering subordinates to participate in various refresher courses and experience sharing workshops. Finally, the highest level of needs implying self-actualization may be satisfied by encouraging employees’ activity and their career success. An opportunity to provide the considered conditions characterizes the management of a particular medical institution as qualified and seeking to improve the motivation and organizational behavior of subordinates in the workplace.

Using appropriate motivational theories in the field of healthcare and, in particular, among nurses can make it possible to satisfy the needs of employees, which, in turn, influences their productivity positively. McGregor’s concept allows the management to focus on the organizational behavior of subordinates and control their performance. Maslow’s theory helps to determine the range of needs that employees have and contributes to increasing productivity in the workplace through leadership skills to meet employees’ specific requirements.

Borkowski, N. (2015). Organizational behavior in health care (3rd ed.). Burlington, MA: Jones & Bartlett Publishers.

Johnson, J., & Rossow, C. (2019). Health organizations, theory, behavior, and development (2nd ed.). Burlington, MA: Jones & Bartlett Publishers.

Liu, Y., Aungsuroch, Y., & Yunibhand, J. (2016). Job satisfaction in nursing: A concept analysis study. International Nursing Review , 63 (1), 84-91. Web.

Prottas, D. J., & Nummelin, M. R. (2018). Theory X/Y in the health care setting: Employee perceptions, attitudes, and behaviors. The Health Care Manager , 37 (2), 109-117. Web.

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IvyPanda. (2024, February 5). Motivation in the Healthcare Field Workplace. https://ivypanda.com/essays/motivation-in-the-healthcare-field-workplace/

"Motivation in the Healthcare Field Workplace." IvyPanda , 5 Feb. 2024, ivypanda.com/essays/motivation-in-the-healthcare-field-workplace/.

IvyPanda . (2024) 'Motivation in the Healthcare Field Workplace'. 5 February.

IvyPanda . 2024. "Motivation in the Healthcare Field Workplace." February 5, 2024. https://ivypanda.com/essays/motivation-in-the-healthcare-field-workplace/.

1. IvyPanda . "Motivation in the Healthcare Field Workplace." February 5, 2024. https://ivypanda.com/essays/motivation-in-the-healthcare-field-workplace/.

Bibliography

IvyPanda . "Motivation in the Healthcare Field Workplace." February 5, 2024. https://ivypanda.com/essays/motivation-in-the-healthcare-field-workplace/.

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