essay about motivation of workers

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Work Motivation: The Roles of Individual Needs and Social Conditions

Thuy thi diem vo.

1 Department of Business Administration, National Taiwan University of Science and Technology, No. 43, Section 4, Keelung Road, Da’an District, Taipei City 106335, Taiwan; wt.ude.tsutn.liam@31880701d (T.T.D.V.); wt.ude.tsutn.liam@nehcwc (C.-W.C.)

Kristine Velasquez Tuliao

2 Graduate Institute of Human Resource Management, National Central University, No. 300, Zhongda Road, Zhongli District, Taoyuan City 320317, Taiwan

Chung-Wen Chen

Associated data.

The data that support this study are publicly available.

Work motivation plays a vital role in the development of organizations, as it increases employee productivity and effectiveness. To expand insights into individuals’ work motivation, the authors investigated the influence of individuals’ competence, autonomy, and social relatedness on their work motivation. Additionally, the country-level moderating factors of those individual-level associations were examined. Hierarchical linear modeling (HLM) was used to analyze data from 32,614 individuals from 25 countries, obtained from the World Values Survey (WVS). Findings showed that autonomy and social relatedness positively impacted work motivation, while competence negatively influenced work motivation. Moreover, the individual-level associations were moderated by the country-level religious affiliation, political participation, humane orientation, and in-group collectivism. Contributions, practical implications, and directions for further research were then discussed.

1. Introduction

Work motivation is considered an essential catalyst for the success of organizations, as it promotes employees’ effective performance. To achieve an organization’s objectives, the employer depends on the performance of their employees [ 1 ]. However, insufficiently motivated employees perform poorly despite being skillful [ 1 , 2 ]. Employers, therefore, need their employees to work with complete motivation rather than just showing up at their workplaces [ 3 ]. Work motivation remains a vital factor in organizational psychology, as it helps explain the causes of individual conduct in organizations [ 4 ]. Consequently, studies on the factors that encourage work motivation can contribute to the theoretical underpinnings on the roots of individual and practical social conditions that optimize individuals’ performance and wellness [ 5 ].

Several decades of research have endeavored to explain the dynamics that initiate work-related behavior. The primary factor examining this aspect is motivation, as it explains why individuals do what they do [ 6 ]. The basic psychological needs have represented a vital rationalization of individual differences in work motivation. Psychological needs are considered natural psychological nutrients and humans’ inner resources. They have a close relationship with individual conduct and have a strong explicit meaning for work performance [ 7 , 8 ]. Different needs are essential drivers of individual functioning due to the satisfaction derived from dealing with them [ 9 ]. In addition to individual-level antecedents, the social context has also been regarded to have implications for work motivation. Social exchange and interaction among individuals accentuate the importance of work motivation as something to be studied with consideration of contextual factors [ 10 ].

Significant contributions have been made to the socio-psychological perspective of work motivation ( Table 1 ). However, current literature shows three deficiencies. First, over 150 papers utilize the key approaches of psychological needs to justify motivational processes in the workplace [ 11 ], which justifies the vital role of psychological needs in interpreting individual work motivation. The association between psychological needs and work motivation has often been implicitly assumed; however, the influence of psychological needs on work motivation has been inadequately tested [ 8 ]. The verification of the extent and the direction of influence will provide a better understanding of, and offer distinct implications for, the facilitation of work motivation. In examining the influence of psychological needs on work motivation, this paper mainly focuses on the intrinsic aspect of motivation. The study of Alzahrani et al. (2018) [ 12 ] argued that although intrinsic motivation is more efficient than extrinsic motivation, researchers have mostly neglected it.

Several investigated predictors of work motivation in general and intrinsic motivation in particular.

Second, there is no study examining the country-level moderating effects of social conditions and national cultures on individual relationships between psychological needs and work motivation. Pinder (2014) [ 20 ] argued that contextual practices could influence variables at the individual level. Culture is a crucial factor influencing motivation [ 15 , 16 , 17 , 18 ]. Researchers (e.g., [ 19 ]) have further suggested that both the proximal social situations (e.g., workgroup) and the distal social situations (e.g., cultural values) in which humans operate influence their need for satisfaction and their motivation type. Intrinsic motivation interacts with prosocial motivation in judging work performance [ 21 ]. By including the social conditions in the framework, prosocial motivation is considered. Prosocial motivation refers to the desire to help and promote the welfare of others [ 22 , 23 ]. The study of Shao et al. (2019) [ 24 ] proposed that prosocial motivation promotes employee engagement in particular organizational tasks. Researchers often consider prosocial motivation as a pattern of intrinsic motivation [ 23 ]. This implies that when intrinsic motivation is investigated, prosocial motivation should be examined together to obtain a comprehensive understanding.

Third, there are few studies using a considerable number of cross-national samples to investigate factors influencing work motivation. A cross-cultural analysis makes the findings more objective by minimizing individual bias towards any particular culture. Therefore, the examination of the study is crucial to expanding insights on the influence of social situations on the individual associations between psychological needs and work motivation.

2. Literature Review and Hypothesis Development

2.1. work motivation: a conceptual background.

Work motivation is considered “a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form direction intensity and duration” [ 20 ]. Nicolescu and Verboncu (2008) [ 25 ] argued that work motivation contributes directly and indirectly to employees’ performance. Additionally, research (e.g., [ 26 ]) has postulated that work motivation could be seen as a source of positive energy that leads to employees’ self-recognition and self-fulfillment. Therefore, work motivation is an antecedent of the self-actualization of individuals and the achievement of organizations.

Literature has identified several models of work motivation. One of the primary models is Maslow’s (1954) [ 27 ] need hierarchy theory, which proposes that humans fulfill a set of needs, including physiological, safety and security, belongingness, esteem, and self-actualization. Additionally, Herzberg’s (1966) [ 28 ] motivation-hygiene theory proposed that work motivation is mainly influenced by the job’s intrinsic challenge and provision of opportunities for recognition and reinforcement. More contemporary models also emerged. For instance, the study of Nicolescu and Verboncu (2008) [ 25 ] has categorized the types of motivation into four pairs, including positive-negative, intrinsic-extrinsic, cognitive-affective, and economic-moral spiritual. Additionally, Ryan and Deci [ 29 ] focused on intrinsic motivation and extrinsic motivation.

With the existence of numerous factors that relate to work motivation, this paper mainly focuses on intrinsic motivation. Previous research found that emotional intelligence and interpersonal relationship quality predict individuals’ intrinsic motivation [ 14 ]. Additionally, the study of Lin (2020) [ 13 ] argued that personal factors, including age, gender, educational level, living setting, health status, and family support, impact people’s intrinsic motivation. To understand more about intrinsic motivation, the authors examined individuals’ psychological needs. Fulfillment of the basic needs is related to wellness and effective performance [ 7 ]. Since intrinsic motivation results in high-quality creativity, recognizing the factors influencing intrinsic motivation is important [ 5 ].

Although a significant number of important contributions have been made regarding intrinsic motivation, self-determination theory is of particular significance for this study. Self-determination theory (SDT) postulates that all humans possess a variety of basic psychological needs. One of the primary crucial needs is the need for competence [ 30 , 31 ], which makes individuals feel confident and effective in their actions. Additionally, the need for autonomy [ 32 ] is one of the important psychological needs, which makes people satisfied with optimal wellness and good performance obtained as a result of their own decisions. Moreover, SDT proposed the crucial importance of interpersonal relationships and how social forces can influence thoughts, emotions, and behaviors [ 33 ]. This means that the psychological need for social relatedness [ 34 ] also plays a significant role in human’s psychological traits. Individuals need to be cared for by others and care for others to perceive belongingness. The need for relatedness can motivate people to behave more socially [ 35 ].

Prior research (e.g., [ 36 ]) has explored self-determination theory and related theories as approaches to work motivation and organizational behavior. The study of Van den Broeck et al. (2010) [ 37 ] emphasized grasping autonomy, competence, and relatedness at workplaces. This paper contributes to the exhaustive understanding of intrinsic work motivation influenced by further examining the impact of these three factors on work motivation as well as the moderating effects of social contexts.

2.2. Main Effect

2.2.1. individuals’ competence and work motivation.

Competence is “the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies” [ 38 ]. The study of Hernández-March et al. (2009) [ 39 ] argued that a stronger competence was commonly found in university graduates rather than those without higher education. Competence has been considered a significant factor of work motivation that enhances productivity and profits. Harter’s (1983) [ 40 ] model of motivation proposed that competence enhances motivation because competence promotes flexibility for individuals [ 41 ]. Likewise, Patall et al. (2014) [ 42 ] indirectly argued that competence positively affects work motivation. Individuals become more engaged in activities that demonstrate their competence [ 6 ]. When people perceive that they are competent enough to attain goals, they generally feel confident and concentrate their efforts on achieving their objectives as soon as possible for their self-fulfillment.

Individuals’ competence positively relates to their work motivation.

2.2.2. Individuals’ Autonomy and Work Motivation

Autonomy is viewed as “self-determination, self-rule, liberty of rights, freedom of will and being one’s own person” [ 43 ]. Reeve (2006) [ 44 ] argued that autonomy is a primary theoretical approach in the study of human motivation and emotion. Autonomy denotes that certain conduct is performed with a sense of willingness [ 30 ]. Several researchers (e.g., [ 45 ]) investigated the positive relationship between individuals’ autonomy and work motivation. When humans are involved in actions because of their interest, they fully perform those activities volitionally [ 36 ]. Dickinson (1995) [ 46 ] also proposed that autonomous individuals are more highly motivated, and autonomy breeds more effective outcomes. Moreover, when individuals have a right to make their own decisions, they tend to be more considerate and responsible for those decisions, as they need to take accountability for their actions. Bandura (1991) [ 47 ] has argued that humans’ ability to reflect, react, and direct their actions motivates them for future purposes. Therefore, autonomy motivates individuals to work harder and overcome difficulties to achieve their objectives.

Individuals’ autonomy positively relates to their work motivation.

2.2.3. Individuals’ Social Relatedness and Work Motivation

The psychological need for social relatedness occurs when an individual has a sense of being secure, related to, or understood by others in the social environment [ 48 ]. The relatedness need is fulfilled when humans experience the feeling of close relationships with others [ 49 ]. Researchers (e.g., [ 34 ]) have postulated that the need for relatedness reflects humans’ natural tendency to feel associated with others, such as being a member of any social groups, or to love and care as well as be loved and cared for. Prior studies have shown that social relatedness strongly impacts motivation [ 50 , 51 , 52 ]. Social relatedness offers people many opportunities to communicate with others, making them more motivated at the workplace, aligning them with the group’s shared objectives. Marks (1974) [ 53 ] suggested that social relatedness encourages individuals to focus on community welfare as a reference for their behavior, resulting in enhanced work motivation. Moreover, when individuals feel that they relate to and are cared for by others, their motivation can be maximized since their relatedness need is fulfilled [ 54 ]. Therefore, establishing close relationships with others plays a vital role in promoting human motivation [ 55 ]. When people perceive that they are cared for and loved by others, they tend to create positive outcomes for common benefits to deserve the kindness received, thereby motivating them to work harder.

Individuals’ social relatedness positively relates to their work motivation.

Aside from exploring the influence of psychological needs on work motivation, this paper also considers country-level factors. Previous research (e.g., [ 56 ]) has examined the influence of social institutions and national cultures on work motivation. However, the moderating effects of country-level factors have to be investigated, given the contextual impacts on individual needs, attitudes, and behavior. Although social conditions provide the most common interpretation for nation-level variance in individual work behaviors [ 57 ], few cross-national studies examine social conditions and individual work behaviors [ 56 ]. Hence, this paper investigates the moderating effects, including religious affiliation, political participation, humane orientation, and in-group collectivism, on the psychological needs-work motivation association.

A notable theory to explain the importance of contextual factors in work motivation that is customarily linked with SDT is the concept of prosocial motivation. Prosocial motivation suggests that individuals have the desire to expend efforts in safeguarding and promoting others’ well-being [ 58 , 59 ]. It is proposed that prosocial motivation strengthens endurance, performance, and productivity, as well as generates creativity that encourages individuals to develop valuable and novel ideas [ 21 , 60 ]. Prosocial motivation is found to interact with intrinsic motivation in influencing positive work outcomes [ 21 , 61 ]. However, there are few studies examining the effects of prosocial motivation on work motivation [ 62 ].

Utilizing the concept of prosocial motivation and examining it on a country-level, this paper suggests that prosocial factors promote basic psychological needs satisfaction that reinforces motivational processes at work. Therefore, prosocial behaviors and values may enhance the positive impact of individuals’ basic psychological needs, including competence, autonomy, and social relatedness, on work motivation.

2.3. Moderating Effects

2.3.1. religious affiliation.

Religions manifest values that are usually employed as grounds to investigate what is right and wrong [ 63 ]. Religious affiliation is considered prosocial because it satisfies the need for belongingness and upholds collective well-being through gatherings to worship, seek assistance, and offer comfort within religious communities. Hence, religious affiliation promotes the satisfaction of individuals’ psychological needs, which directs motivation at work and life in general. Research (e.g., [ 64 ]) has argued that religious affiliation is an essential motivational component given its impact on psychological processes. The study of Simon and Primavera (1972) [ 65 ] investigated the relationship between religious affiliation and work motivation. To humans characterized by competence, autonomy, and social relatedness, attachment to religious principles increases their motivation to accomplish organizational goals. Religious membership will increase the influence of psychological needs on work motivation. The tendency of individuals affiliated with any religion to be demotivated is lower compared to those who are not. Individuals with religious affiliations also tend to work harder as the virtue of hard work is aligned with religious principles. Accordingly, religious affiliation may enhance the positive association between individuals’ psychological needs and work motivation.

2.3.2. Political Participation

Political participation, indicated by people’s voting habits, plays a crucial role in ensuring citizens’ well-being and security [ 66 ]. Political participation encourages shared beliefs and collective goals among individuals [ 67 ]. The communication and interaction among people help them grasp the government’s developmental strategies, motivating them to work harder. Political participation is a collective pursuit that makes societal members feel more confident, socially related, and motivated at work to achieve communal targets. Increased political participation reinforces effective public policy to enhance its members’ welfare, congruent with the perspectives of prosocial motivation. The prosocial values and behaviors derived from political participation satisfy human needs and interact positively with intrinsic motivation. Therefore, political participation may strengthen the positive influence of individuals’ competence, autonomy, and social relatedness on work motivation. Conversely, poor political participation is perceived as a separation from the society that may lead to demotivation. In a society with poor political participation, an individualistic mentality is encouraged, thereby decreasing the desire to pursue cooperative endeavors.

2.3.3. Humane Orientation

GLOBE characterizes humane orientation as “the degree to which an organization or society encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others” [ 68 ]. Research (e.g., [ 69 , 70 ]) has argued that a high humane orientation encourages members to develop a strong sense of belonging, commit to fair treatment, and manifest benevolence. The desire to help others or enhance others’ well-being indicates prosocial values and behaviors [ 71 , 72 ]. Since humane orientation is correlated with philanthropy and promotes good relations, this cultural value may enhance work motivation. Fairness, which is derived from a humane-oriented society, is one of the most vital influences on work motivation [ 1 ]. Moreover, altruism, promoted by humane-oriented societies, encourages individuals to sacrifice individual interests for shared benefits. Altruism then encourages attachment to others’ welfare and increases resources needed for prosocial behaviors such as work [ 73 , 74 ]. Members of humane-oriented countries view work in a positive light—it is an opportunity for them to perform altruistic behaviors and engage in collective actions. Therefore, people are more likely to work harder for common interests in humane-oriented societies. In such conditions, individuals with competence, autonomy, and social relatedness will be more motivated to work. By contrast, a less humane-oriented society gives prominence to material wealth and personal enjoyment [ 75 ]. Although this may be perceived as a positive influence on the association between psychological needs and work motivation, such an individualistic mindset works against the prosocial factors that further motivate individuals.

2.3.4. In-Group Collectivism

House et al. (2004) [ 68 ] defined in-group collectivism as “the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families”. Collectivistic cultures indicate the need for individuals to rely on group membership for identification [ 76 ]. High collectivism enhances equity, solidarity, loyalty, and encouragement [ 77 , 78 ]. Humans living in a collectivist culture are interdependent and recognize their responsibilities towards each other [ 79 ]. In-group collectivism transfers the concepts of social engagement, interdependence with others, and care for the group over the self (e.g., [ 79 , 80 , 81 ], thereby motivating individuals to work harder for the common interests. Oyserman et al. (2002) [ 82 ] have further argued that individualistic values encourage an independent personality, whereas collectivistic values form an interdependent one. Therefore, in-group collectivism is a prosocial value that emphasizes the importance of reciprocal relationships and encourages people to work harder to benefit the group. By contrast, low collectivism promotes individual interests and personal well-being while neglecting the value of having strong relations with others [ 70 ]. Considering that in-group collectivism promotes individuals’ prosocial behaviors of individuals, people who are competent, autonomous, and socially related to collective societies are less likely to be demotivated at the workplace. Consequently, in-group collectivism may intensify the positive influence of individuals’ competence, autonomy, and social relatedness on their work motivation.

(a–d): The positive relationship between individuals’ competence and their work motivation is enhanced as religious affiliation (a), political participation (b), humane orientation (c), and in-group collectivism (d) increase.

(a–d): The positive relationship between individuals’ autonomy and their work motivation is enhanced as religious affiliation (a), political participation (b), humane orientation (c), and in-group collectivism (d) increase.

(a–d): The positive relationship between individuals’ social relatedness and their work motivation is enhanced as religious affiliation (a), political participation (b), humane orientation (c), and in-group collectivism (d) increase.

3.1. Sample

The data came from the seventh wave (2017–2021) of the World Values Survey (WVS) [ 83 ], which examines humans’ beliefs and values. This survey is performed every five years to explore changes in people’s values and perceptions. Face-to-face interviews, or phone interviews for remote areas, were conducted by local organizations. Almost 90 percent of the world’s population is represented in the WVS. At least 1000 individuals were selected as respondents to exhibit each nation’s population. Further information regarding the WVS can be reached at the WVS website ( http://www.worldvaluessurvey.org , accessed on 14 October 2021).

The samples of this study were based on the availability of national-level data for the moderators and individual-level data for the measures of independent and dependent variables. Respondents without answers on the individual measures and corresponding country-level data were excluded from the analysis. The final data included 32,614 respondents in 25 countries aged 18 and above. The 25 countries included Argentina, Australia, Brazil, China, Colombia, Ecuador, Egypt, Germany, Greece, Guatemala, Hong Kong, Indonesia, Iran, Japan, Kazakhstan, Malaysia, Mexico, New Zealand, Philippines, Russia, South Korea, Taiwan, Thailand, Turkey, and the USA.

3.2. Dependent Variable

Consistent with previous researchers (e.g., [ 84 ]), the authors used four items to gauge individual work motivation, namely “Indicate how important work is in your life”, “People who do not work turn lazy”, “Work is a duty towards society”, and “Work should always come first, even if it means less spare”. The first item was measured on a scale from 1 to 4, in which lower scores indicate a higher level of work importance. The other three items were gauged on a scale from 1 to 5 (1 indicating strongly agree and 5 indicating strongly disagree). The scores for each item were reverse coded, and the mean scores were computed so that higher scores indicate greater work motivation.

3.3. Independent Variables

The independent variables of this study include individuals’ competence, autonomy, and social relatedness. First, people’s competence was measured by the item “What is the highest educational level that you attained” on a scale from 0 to 8, in which higher scores indicate a higher level of educational attainment. The authors used the item to gauge individual competence, as a capacity for learning is highlighted in the examination of competence [ 39 ]. Second, a scale from 1 to 10 was utilized to measure the item “How much freedom of choice and control”, which represented individual autonomy (1 indicating no choice at all and 10 indicating a great deal of choice). The authors used the item to gauge people’s autonomy as this item indicates the degree to which individual can make their own decisions. Finally, the individual’s social relatedness was gauged by twelve items, representing twelve types of organizations where individuals are active/inactive members or do not belong. The twelve items were measured on a scale from 0 to 2 (0 indicating do not belong, 1 indicating inactive member, and 2 indicating active member). The mean score of the twelve items represents the individual’s social relatedness. The membership in organizations represents social relatedness, as this indicates the reciprocal relationship between the individual and the organization through their mutual rights, responsibilities, and obligations towards each other [ 85 ].

3.4. Moderators

The four country-level moderators in this study were religious affiliation, political participation, humane orientation, and in-group collectivism. Similar to prior research (e.g., [ 86 ]), the authors used the percentage of the country’s population with religious affiliation obtained from Pew Research Center 2015 [ 87 ]. Secondly, the index of voter turnout collected from the International Institute for Democracy and Electoral Assistance [ 88 ] was utilized to gauge political participation. Voting habits are an indicator of an individual’s presence in their country’s life, and a nation with a high index of voter turnout illustrates its substantial degree of political participation [ 89 ]. Finally, two cultural values, including humane orientation and in-group collectivism, were obtained from the GLOBE study [ 68 ]. The authors used scores on cultural practices as the moderators for this study because they indicate the actual behaviors as “the way things are done in this culture” [ 68 ].

3.5. Control Variables

Several individual-level and country-level elements related to the dependent variable were considered control variables. The effects of gender, marital status, age, and income level were accounted for, as these four variables are basic personal factors that may impact individual’s motivation [ 90 ]. Gender (1 indicating male and 0 indicating female) and marital status (1 indicating married and 0 indicating other status) were dummy coded. Moreover, age was measured in years, while income level was gauged using a scale from 1 representing the lowest group to 10 representing the highest group. Along with the above individual-level controls, education and family strength were treated as country-level control variables. Education and family are primary institutions that shape individuals’ motivation [ 91 , 92 ]. Similar to prior researchers (e.g., [ 93 ]), education was computed as two-thirds of the adult literacy rate attained from the UNESCO Institute for Statistics 2020 [ 94 ] and one-third of the mean years of schooling obtained from the Human Development Report 2020 [ 95 ]. This score is commonly approved as representing access to education in a country [ 42 ]. Regarding family strength, the score was quantified by the ratio of divorces to marriages per 1000 members of the population consistent with previous researchers (e.g., [ 93 ]). The data was obtained from the United Nations Demographic Yearbook [ 96 ].

3.6. Measurement and Analysis

To perform the descriptive statistics, cross-level correlations, scale reliability, confirmatory factor analysis, convergent validity, and discriminant validity, the authors utilized SPSS software.

The framework of this study considers independent variables, dependent variables, and moderators at different levels. Thus, the authors used a hierarchical linear model (HLM) [ 97 ] to test the hypotheses. HLM was defined as a “complex form of ordinary least squares (OLS) regression that is used to analyze variance in the outcome variables when the predictor variables are at varying hierarchical levels” [ 98 ]. This technique evaluates the impacts of higher-level outcomes on lower-level ones while preserving an appropriate degree of analysis [ 99 ]. HLM has been employed in several cross-level studies (e.g., [ 100 , 101 ]).

Table 2 presents a matrix of correlations and sample statistics from the individual-level to country-level variables. Table 3 and Table 4 report convergent and discriminant validity test results, respectively. Finally, Table 5 illustrates results for hypotheses testing using HLM. Three models are presented in the table: those of individual-level main effects and control variables (Model 1), those of country-level main effects (Model 2), and country-level moderating effects (Model 3).

Descriptive statistics, cross-level correlations and scale reliability a,b,c .

a   n = 32,614 level 1; n = 25, level 2. b * p < 0.05, ** p < 0.01. c The reliability found in the parentheses is expressed as Cronbach’s alpha for scales with ≥four items.

Convergent validity.

Discriminant validity—Fornell and Larcker’s criterion.

* p < 0.05.

HLM results: (The DV is work motivation) a,b .

a , n = 32,614 level 1; n = 25, level 2. b , †, p < 0.10, * p < 0.05, ** p < 0.01, *** p < 0.001.

For the confirmatory factor analysis, previous research (e.g., [ 102 , 103 , 104 ]) suggested that analysis of each variable requires at least three items. Factor analysis using statistical software will provide imprecise results if there are fewer than three items per variable [ 105 ]. Therefore, the authors only performed Confirmatory Factor Analysis (CFA) for social relatedness and work motivation.

To assess the measurement, convergent and discriminant validity were tested. Composite Reliability (CR) and Average Variance Extracted (AVE) were performed to illustrate convergent validity. The study of Hair et al. (2019) [ 106 ] suggested that CR is required to be above a threshold of 0.7. On the other hand, the AVE value should be higher than a threshold of 0.5 [ 107 ]. As shown in Table 3 , CR is acceptable while AVE is slightly lower than a threshold of 0.5. Despite the limitation of AVE, the acceptable result of the discriminant validity is achieved. The discriminant validity was tested using Fornell and Larcker (1981)’s criterion [ 107 ]. This proposes that the square root of the AVE of any latent variable should be higher than its correlation with any other construct. The result of the discriminant validity test indicates that all the two latent constructs have a square root of AVE higher than its correlation with the other construct, as presented in Table 4 .

The authors argued that individuals’ competence (H1), autonomy (H2), and social relatedness (H3) positively relate to their work motivation. However, the findings only supported H2 (β2 = 0.036, p < 0.001) and H3 (β3 = 0.042, p < 0.001). In contrast, the findings presented that H1 was also significant, but in the opposite direction compared with our original prediction. The result suggests that individuals’ competence negatively relates to their work motivation.

In Hypotheses 4a–d, we proposed that higher levels of religious affiliation (4a), political participation (4b), humane orientation (4c), and in-group collectivism (4d) strengthen the relationship described in H1. However, the results only demonstrated support for the two hypotheses, H4c (γ13 = 0.032, p < 0.001) and H4d (γ14 = 0.042, p < 0.001). In contrast, the findings presented that H4a was also significant, but opposite our initial prediction. This different result proposes that a higher level of religious affiliation weakens the association between individuals’ competence and work motivation.

In Hypotheses 5a–d, the authors argued that the higher levels of religious affiliation (5a), political participation (5b), humane orientation (5c), and in-group collectivism (5d) enhance the positive relationship between individuals’ autonomy and their work motivation. However, the results only supported the two hypotheses H5b (γ22 = 0.012, p < 0.05) and H5c (γ23 = 0.012, p < 0.1), while H5a and H5d were not significant.

In Hypotheses 6a–d, the authors argued that the higher levels of religious affiliation (6a), political participation (6b), humane orientation (6c), and in-group collectivism (6d) enhance the positive relationship between individuals’ social relatedness and their work motivation. However, the results only supported H6c (γ33 = 0.019, p < 0.01). In contrast, the findings indicated that H6d was also significant, but in the opposite direction compared to our initial hypothesis. The different result suggests that higher in-group collectivism weakens the positive association between individuals’ social relatedness and work motivation. Figure 1 , Figure 2 , Figure 3 , Figure 4 and Figure 5 represent the significant moderators of the associations examined.

The association between competence and work motivation at different levels of humane orientation.

The association between competence and work motivation at different levels of in-group collectivism.

The association between autonomy and work motivation at different levels of political participation.

The association between autonomy and work motivation at different levels of humane orientation.

The association between social relatedness and work motivation at different levels of humane orientation.

Regarding the statistical results of the control variables, gender, marital status, and age consistently indicated significant positive relationships with work motivation across three models. On the other hand, family strength indicated a significant negative association to work motivation only in Model 1.

5. Discussion

The study’s objective was to examine the influence of individuals’ competence, autonomy, and social relatedness on their work motivation, as well as the impact of country-level moderators, including religious affiliation, political participation, humane orientation, and in-group collectivism on their relationships. Seven primary findings are crucial in this research. First, people’s autonomy and social relatedness positively relate to their work motivation. This result is in line with the findings of prior researchers (e.g., [ 45 , 52 ]), postulating that humans’ autonomy and social relatedness breeds work motivation. The study of Theurer et al. (2018) [ 108 ] argued that, among motivational elements, autonomy had been found to greatly predict positive work motivation. When people feel they have enough control over their activities, they are more confident and motivated to work. Along with autonomy, humans’ social relatedness promotes communal benefits, thereby motivating people to work harder for their organization. Second, the association between individual competence and work motivation is moderated by cultural values, including humane orientation and in-group collectivism. The findings are consistent with the viewpoints of prior researchers (e.g., [ 69 , 70 , 77 , 78 ]), namely that a society with higher levels of humane orientation and in-group collectivism strengthens altruism, solidarity, loyalty, and the encouragement of individuals, which results in work motivation. Consequently, there will be an increase in the differences in individuals’ competence and work motivation if they live in a society with greater humane orientation and in-group collectivism. Third, political participation and humane orientation moderate the relationship between individual autonomy and work motivation. These results are in line with the investigations of prior researchers (e.g., [18,45), which found that social circumstances and cultural practices promote people’s motivation. Accordingly, the differences in individuals’ autonomy based on their work motivation will be enhanced if they belong to nations with higher political participation and humane orientation. Fourth, the association between social relatedness and work motivation is moderated by humane orientation. Accordingly, in a humane-oriented society, the differences in individuals’ social relatedness based on their work motivation will be strengthened.

The remaining findings were contrary to the original propositions. Pinder (2014) [ 20 ] argued that it is possible to find that contextual practices can influence variables at the individual level in the opposite prediction in motivation research. Fifth, individuals’ competence negatively influences their work motivation. This finding proposes that more competent individuals are less motivated at work. One possible interpretation of this opposite result is that, when the majority of the organization members recognize individuals’ competence, these individuals may perceive that it is not necessary to devote most of their time and energy to work anymore. These individuals may believe that no matter how unwillingly they perform, they are still competent enough because of their prior achievements. Additionally, competent individuals recognize that they have already sacrificed their enjoyment of life for their previous successes; therefore, they tend to offset this by investing their valuable time in other aspects. This is consistent with other researchers’ investigations (e.g., [ 109 ]), which found that low-skilled individuals are more often compelled to engage in regular work activities and are more easily motivated than others. By contrast, highly competent individuals tend to be motivated by challenging tasks and improving themselves through further education. Sixth, the relationship between competence and work motivation is negatively moderated by religious affiliation. This finding suggests that religious affiliation weakens the association between individuals’ competence and work motivation. One possible explanation for this finding is that strong religious beliefs are the foundation for virtuous living [ 110 ]. Individuals with religious affiliation usually employ religious principles to guide their behavior, regardless of their competence. In other words, both competent and incompetent individuals tend to be more motivated at the workplace if they are affiliated with any religion, thereby diminishing the influence of competence in work motivation. Seventh, the relationship between social relatedness and work motivation is negatively moderated by in-group collectivism. This result proposes that a higher degree of in-group collectivism weakens the association between individuals’ social relatedness and work motivation. One possible explanation for this is that, under an in-group collective society, people put more weight on mutual relationships and encourage acts that may build up the solidarity of groups. Since in-group collectivism is viewed as a social attachment in which people emphasize the group over the self (e.g., [ 79 , 80 , 81 ]), individuals are fairly conscious of their responsibility to the group regardless of their social relatedness. Both socially related and unrelated individuals belonging to in-group collective cultures tend to work harder for common goals. Accordingly, the influence of individuals’ social relatedness on their work motivation is reduced.

6. Limitations and Future Research

Despite its significant contributions, this study has its limitations. The use of secondary data represents the fact that the data collection process was beyond the authors’ control. However, the collection of cross-national data is time-consuming and costly. The authors used the available data but strove for the efficient use of multilevel data. The secondary data also limited the measurement of individual-level factors based on the available data. Moreover, it is quite complex to gauge an individual’s work motivation appropriately, since personal work motivation may not be one-dimensional. Nevertheless, the authors made efforts to employ the measurements utilized by prior research. Moreover, it is complicated to measure social factors such as political participation. There are challenges in investigating social contexts due to the absence of direct measurements [ 111 ]. This compels the authors to identify substitute measurements for this study. Finally, this study covered 25 samples from 25 countries with different characteristics. Despite the attempt of this study to include the most relevant social conditions in the framework, the influence of other national differences and cultural sensitivities were not considered.

This paper directs further research considering that several frameworks and approaches should be employed to better examine motivation [ 112 ]. First, as some of the results were opposite to the original propositions based on the theoretical foundations employed, combining different concepts and approaches is necessary to enhance perspectives of psychological needs and social issues. For instance, the relationship between competence and work motivation can be further investigated by employing other theories to understand their association better. Similarly, the moderating effects of social contexts such as religious affiliation and in-group collectivism should be further examined to obtain a more in-depth comprehension of the roles of contextual circumstances and cultural values in individual-level relationships. Additionally, self-determination theory and the concept of prosocial motivation may be used to explore motivation towards specific behavior in organizations, such as organizational citizenship and proactive behaviors. Organizational context, such as rewards, training, and culture, can be considered as part of the framework to enhance the conception of work motivation.

7. Conclusions

This study has utilized a multilevel framework to examine the influence of psychological needs and social context on work motivation. Through this research, a deeper understanding of the roles of competence, autonomy, and social relatedness, as well as social situations and cultural values on work motivation, is achieved. The contrary findings call for integrating other concepts and approaches towards a more comprehensive knowledge of work motivation.

Along with the theoretical contribution, the study’s findings offer practical implications. The satisfaction of psychological needs promotes self-motivation, which creates positive outcomes. Hence, organizations can provide programs and activities to promote employees’ autonomy and social relatedness as this will enhance their work motivation. Employee empowerment can be advocated by encouraging them to make their own decisions at the workplace, providing constructive criticisms rather than instilling the fear of failure. Additionally, managers should encourage solidarity, support, and mutual care among employees. Putting more weight on employees’ fulfillment of needs will further increase employees’ motivation, thereby diminishing costs related to stress or turnover [ 50 ]. To establish a novel mechanism towards promoting work motivation in the entire nation, the government should pay attention to the political structure and conditions that encourage citizens’ participation. Additionally, a culture of humane orientation should be promoted in the workplace and society so that solidarity, kind assistance, and altruism among communities as well as among individuals can be strengthened. For instance, teamwork should be encouraged for employees to help each other overcome difficulties at the workplace or share responsibilities with their colleagues. This will motivate people to work harder for collective goals, contributing to the development of organizations.

Author Contributions

Conceptualization, T.T.D.V. and K.V.T.; data collection, T.T.D.V.; methodology, T.T.D.V. and K.V.T.; formal analysis, T.T.D.V. and K.V.T.; resources, K.V.T. and C.-W.C.; writing-original draft, T.T.D.V. and K.V.T.; writing-review, editing & proofreading, T.T.D.V., K.V.T. and C.-W.C.; visualization, K.V.T.; supervision, K.V.T. and C.-W.C.; project administration, K.V.T. All authors have read and agreed to the published version of the manuscript.

This paper does not receive funding from any individuals or organizations.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Data availability statement, conflicts of interest.

The authors declare no conflict of interest.

Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.

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.

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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).

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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.

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

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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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Essays About Work: 7 Examples and 8 Prompts

If you want to write well-researched essays about work, check out our guide of helpful essay examples and writing prompts for this topic.

Whether employed or self-employed, we all need to work to earn a living. Work could provide a source of purpose for some but also stress for many. The causes of stress could be an unmanageable workload, low pay, slow career development, an incompetent boss, and companies that do not care about your well-being.  Essays about work  can help us understand how to achieve a work/life balance for long-term happiness.

Work can still be a happy place to develop essential skills such as leadership and teamwork. If we adopt the right mindset, we can focus on situations we can improve and avoid stressing ourselves over situations we have no control over. We should also be free to speak up against workplace issues and abuses to defend our labor rights. Check out our  essay writing topics  for more.

5 Examples of Essays About Work

1.  when the future of work means always looking for your next job by bruce horovitz, 2. ‘quiet quitting’ isn’t the solution for burnout by rebecca vidra, 3. the science of why we burn out and don’t have to by joe robinson , 4. how to manage your career in a vuca world by murali murthy, 5. the challenges of regulating the labor market in developing countries by gordon betcherman, 6. creating the best workplace on earth by rob goffee and gareth jones, 7. employees seek personal value and purpose at work. be prepared to deliver by jordan turner, 8 writing prompts on essays about work, 1. a dream work environment, 2. how is school preparing you for work, 3. the importance of teamwork at work, 4. a guide to find work for new graduates, 5. finding happiness at work, 6. motivating people at work, 7. advantages and disadvantages of working from home, 8. critical qualities you need to thrive at work.

“For a host of reasons—some for a higher salary, others for improved benefits, and many in search of better company culture—America’s workforce is constantly looking for its next gig.”

A perennial search for a job that fulfills your sense of purpose has been an emerging trend in the work landscape in recent years. Yet, as human resource managers scramble to minimize employee turnover, some still believe there will still be workers who can exit a company through a happy retirement. You might also be interested in these  essays about unemployment .

“…[L]et’s creatively collaborate on ways to re-establish our own sense of value in our institutions while saying yes only to invitations that nourish us instead of sucking up more of our energy.”

Quiet quitting signals more profound issues underlying work, such as burnout or the bosses themselves. It is undesirable in any workplace, but to have it in school, among faculty members, spells doom as the future of the next generation is put at stake. In this essay, a teacher learns how to keep from burnout and rebuild a sense of community that drew her into the job in the first place.

“We don’t think about managing the demands that are pushing our buttons, we just keep reacting to them on autopilot on a route I call the burnout treadmill. Just keep going until the paramedics arrive.”

Studies have shown the detrimental health effects of stress on our mind, emotions and body. Yet we still willingly take on the treadmill to stress, forgetting our boundaries and wellness. It is time to normalize seeking help from our superiors to resolve burnout and refuse overtime and heavy workloads.

“As we start to emerge from the pandemic, today’s workplace demands a different kind of VUCA career growth. One that’s Versatile, Uplifting, Choice-filled and Active.”

The only thing constant in work is change. However, recent decades have witnessed greater work volatility where tech-oriented people and creative minds flourish the most. The essay provides tips for applying at work daily to survive and even thrive in the VUCA world. You might also be interested in these  essays about motivation .

“Ultimately, the biggest challenge in regulating labor markets in developing countries is what to do about the hundreds of millions of workers (or even more) who are beyond the reach of formal labor market rules and social protections.”

The challenge in regulating work is balancing the interest of employees to have dignified work conditions and for employers to operate at the most reasonable cost. But in developing countries, the difficulties loom larger, with issues going beyond equal pay to universal social protection coverage and monitoring employers’ compliance.

“Suppose you want to design the best company on earth to work for. What would it be like? For three years, we’ve been investigating this question by asking hundreds of executives in surveys and in seminars all over the world to describe their ideal organization.”

If you’ve ever wondered what would make the best workplace, you’re not alone. In this essay, Jones looks at how employers can create a better workplace for employees by using surveys and interviews. The writer found that individuality and a sense of support are key to creating positive workplace environments where employees are comfortable.

“Bottom line: People seek purpose in their lives — and that includes work. The more an employer limits those things that create this sense of purpose, the less likely employees will stay at their positions.”

In this essay, Turner looks at how employees seek value in the workplace. This essay dives into how, as humans, we all need a purpose. If we can find purpose in our work, our overall happiness increases. So, a value and purpose-driven job role can create a positive and fruitful work environment for both workers and employers.

In this essay, talk about how you envision yourself as a professional in the future. You can be as creative as to describe your workplace, your position, and your colleagues’ perception of you. Next, explain why this is the line of work you dream of and what you can contribute to society through this work. Finally, add what learning programs you’ve signed up for to prepare your skills for your dream job. For more, check out our list of simple essays topics for intermediate writers .

For your essay, look deeply into how your school prepares the young generation to be competitive in the future workforce. If you want to go the extra mile, you can interview students who have graduated from your school and are now professionals. Ask them about the programs or practices in your school that they believe have helped mold them better at their current jobs.

In a workplace where colleagues compete against each other, leaders could find it challenging to cultivate a sense of cooperation and teamwork. So, find out what creative activities companies can undertake to encourage teamwork across teams and divisions. For example, regular team-building activities help strengthen professional bonds while assisting workers to recharge their minds.

Finding a job after receiving your undergraduate diploma can be full of stress, pressure, and hard work. Write an essay that handholds graduate students in drafting their resumes and preparing for an interview. You may also recommend the top job market platforms that match them with their dream work. You may also ask recruitment experts for tips on how graduates can make a positive impression in job interviews.

Creating a fun and happy workplace may seem impossible. But there has been a flurry of efforts in the corporate world to keep workers happy. Why? To make them more productive. So, for your essay, gather research on what practices companies and policy-makers should adopt to help workers find meaning in their jobs. For example, how often should salary increases occur? You may also focus on what drives people to quit jobs that raise money. If it’s not the financial package that makes them satisfied, what does? Discuss these questions with your readers for a compelling essay.

Motivation could scale up workers’ productivity, efficiency, and ambition for higher positions and a longer tenure in your company. Knowing which method of motivation best suits your employees requires direct managers to know their people and find their potential source of intrinsic motivation. For example, managers should be able to tell whether employees are having difficulties with their tasks to the point of discouragement or find the task too easy to boredom.

A handful of managers have been worried about working from home for fears of lowering productivity and discouraging collaborative work. Meanwhile, those who embrace work-from-home arrangements are beginning to see the greater value and benefits of giving employees greater flexibility on when and where to work. So first, draw up the pros and cons of working from home. You can also interview professionals working or currently working at home. Finally, provide a conclusion on whether working from home can harm work output or boost it.

Identifying critical skills at work could depend on the work applied. However, there are inherent values and behavioral competencies that recruiters demand highly from employees. List the top five qualities a professional should possess to contribute significantly to the workplace. For example, being proactive is a valuable skill because workers have the initiative to produce without waiting for the boss to prod them.

If you need help with grammar, our guide to  grammar and syntax  is a good start to learning more. We also recommend taking the time to  improve the readability score  of your essays before publishing or submitting them.

Meet Rachael, the editor at Become a Writer Today. With years of experience in the field, she is passionate about language and dedicated to producing high-quality content that engages and informs readers. When she's not editing or writing, you can find her exploring the great outdoors, finding inspiration for her next project.

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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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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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Employee Motivation and Work Engagement

Introduction, key findings of the articles, article synthesis, conclusion and recommendations.

The motivation of employees is a significant issue in the field of organizational behavior. Motivation can be defined as a psychological process that makes people adopt and maintain behavior that is oriented toward achieving goals (Singh et al., 2016). It is closely related to work engagement, meaning employees’ awareness of the company’s objectives and willingness to take efforts to help the organization to reach success (Rana et al., 2019).

Since engaged workers commit themselves to organizational goals, they contribute to the company’s growth and development (Singh et al., 2016). Therefore, it is vital for organizations to motivate their employees in order to survive and thrive. The aim of this paper is to review the recent literature on employee motivation to identify the factors influencing workers’ motivation and the effects of employee engagement on the organization’s performance. In the end, practical recommendations for practitioners and policymakers are given, which are likely to improve employee motivation in organizations.

The rationale for choosing the articles was their relation to the topic of employee motivation and work engagement. The majority of the selected articles are related to the chosen organizational behavior issue within the UAE, which is the region of interest of the author of this paper. Arab culture is different from the Western one, which is true for the workplace culture in particular (Al Sahi Al Zaabi et al., 2016). Therefore, for this paper, it was decided to minimize the number of articles that are not directly related to organizational issues in the Arab world.

Recently, researchers have expressed interest in exploring the influence of leadership on employee motivation. Al-Bahri and Othman (2019) aimed at studying how leaders influence the motivation of workers and their productivity. The researchers used the descriptive research design to identify the role of leadership in employee motivation and productivity in the Omani public sector. The rationale for their research was that in Oman, leaders often did not know the principles of motivating workers, and employees in the public sector had a low level of motivation because of guaranteed employment (Al-Bahri & Othman, 2019).

The study indicated that leaders had a significant influence on employee motivation and productivity. It was found out that leaders could foster workers’ innovative behavior, job satisfaction, and organizational performance by establishing a collaborative, respectful, and trustful climate and using financial and non-monetary incentives (Al-Bahri & Othman, 2019). The value of this study is in a thorough exploration of the existing literature on the effect of leadership on employee motivation.

Two studies were concerned with the interrelation between authentic leadership and staff engagement. Authentic leaders are individuals who are aware of their strengths and weaknesses, share information transparently, make objective and well-thought decisions, and act according to their moral values (Al Sahi Al Zaabi et al., 2016). Al Sahi Al Zaabi et al. (2016) conducted a quantitative empirical analysis to identify the influence of authentic leadership on employee empowerment and work engagement.

The method of the study was a questionnaire sent to 376 managers of a large petroleum company in the UAE. The participants were chosen using stratified random sampling, and the response rate was 50.3% (Al Sahi Al Zaabi et al., 2016). The results showed that authentic leadership motivates employees, thus increasing their work engagement and organizational citizenship behavior.

Al Samkari and David (2019) conducted a survey among 45 head teachers and 200 teachers in four private schools in Dubai to explore the relationship between authentic leadership and staff engagement. Their findings confirmed the results of the study by Al Sahi Al Zaabi et al. (2016) with a special reference to the field of education. The researchers found out that self-awareness, autonomy, and objectivity in making decisions, and moral values are vital for teachers; therefore, school leaders should possess these qualities and cultivate them in their employees (Al Samkari & David, 2019). These two studies suggest that authentic leadership is a suitable leadership style for improving employee motivation.

Another study was designed to explore what factors, apart from leadership, influenced employee engagement. Al Mehrzi and Singh (2016), driven by the evidence that only 26% of UAE workers were engaged in their jobs, decided to investigate what affected the engagement of employees in the UAE. They found out that organizational culture, including the workplace and relationships with coworkers, leadership, work in teams, and perceived corporate support, had a large influence on workers’ engagement (Al Mehrzi & Singh, 2016). These findings imply that for an organization to have an engaged workforce, it should improve each of the identified factors.

Researchers also expressed interest in investigating the relationship between the characteristics of jobs and the level of employee motivation. Singh et al. (2016) used the job characteristics model (JCM) to assess what parameters of jobs motivate workers in the UAE. The JCM proposes five characteristics that affect work outcomes: skill variety, feedback, autonomy, task significance, and task identity (Singh et al., 2016). If a job has high levels of at least three of these parameters, it has a high potential to motivate workers (Singh et al., 2016).

Singh et al. (2016) aimed at exploring the relationship between age, gender, and culture and the motivating potential of five job characteristics. The findings showed that people aged 30-39 experienced lower motivation due to a lack of feedback. Furthermore, white-collar jobs were found to be more motivating than blue-collar jobs. As for gender, females were usually more motivated, especially in terms of feedback, while men were motivated by task significance and skill variety.

Some studies were focused on investigating factors that help organizations to improve employee motivation. Syed et al. (2018) aimed at exploring how training could enhance workers’ job commitment and performance. Their findings indicated that training, such as transfers to other work areas or the development of work knowledge, increases employee motivation, thus improving their productivity (Syed et al., 2018). Al Naqbi et al. (2018) conducted a study to investigate how financial and non-financial incentives influenced employee performance and to what extent these incentives were used in the UAE public sector.

The researchers found out that non-monetary incentives, such as certificates of appreciation, enhance employee motivation as effectively as financial stimuli (Al Naqbi et al., 2018). As for the incentive system in the UAE, it was found to be good, but further improvements could be made because some employees were not awarded for excellent performance (Al Naqbi et al., 2018). These findings can be of value to policymakers developing the systems of employee motivation.

Scholars also paid attention to the question of how the motivation of employees affected organizational performance. Rana et al. (2019) distributed 200 questionnaires among IT and Telecom companies in India to study the relationship between work engagement and individual performance. They found out that high employee engagement led to outstanding task performance (Rana et al., 2019). Kim et al. (2017) intended to investigate the causal relationship between work engagement and organizational commitment.

Upon completing a literature review, the researchers concluded that in most cases, work engagement resulting from such factors as professional growth, job characteristics, and social support, led to organizational commitment (Kim et al., 2017). However, inclusive or interpersonal leadership could at first make workers committed to the organization, and after that, employees would become engaged in their work (Kim et al., 2017). Thus, employee engagement positively affects the performance and organizational commitment of employees, but, sometimes, leaders can make workers loyal to the company, thus causing them to be engaged in work.

Finally, one study attempted to evaluate the degree of employee motivation in the UAE banking industry and identify its impact on performance. Bose (2018) collected data from six major banks in the UAE and found out that employees in the banking industry in the UAE are insufficiently motivated. The researcher also identified that the job impact was the most significant motivating factor that enhanced employee motivation, while organizational culture was the least significant (Bose, 2018). These findings indicate the need for the UAE banking industry to improve its systems of employee motivation.

The key findings of the reviewed literature indicate that motivation is a crucial issue related to organizational behavior. It has a direct relationship with organizational performance since motivated employees are more committed to a company, more engaged in work, and more willing to fulfill the goals of an organization. The reviewed studies indicated a significant role of leadership in employee motivation. Al-Bahri and Othman (2019) found out that leaders can increase workers’ productivity by motivating them through establishing a collaborative and respectful working atmosphere. Other studies emphasized the role of authentic leadership on employee motivation.

Researchers proved that leaders could better motivate their employees if they exercised self-awareness, transparency in working relationships, objectivity in making decisions, and the adherence to moral principles and developed these qualities in workers (Al Sahi Al Zaabi et al., 2016; Al Samkari & David, 2019). Apart from leadership, such factors as organizational culture, perceived organizational support, and teamwork can increase employee motivation and engagement if they are well-organized within a company (Al Mehrzi & Singh, 2016). These findings give an insight into organizational aspects that managers should consider to enhance employee motivation.

There are certain measures that organizations may implement to empower their workforce. Syed et al. (2018) discovered that training workers and enhancing their competencies and skills raised their motivation and engagement levels. The study by Al Naqbi et al. (2018) showed that motivation was composed of three factors: non-monetary incentives (appreciation from managers), financial rewards, and the social dimension (the retirement system and allowances).

Singh et al. (2016) found out that job characteristics, along with age, gender, and culture, also influenced workers’ motivation. For a job to be motivating, it should possess high levels of such qualities as skill variety, task significance, task identity, feedback, and autonomy (Singh et al., 2016). Further, researchers discovered that workers of all ages often felt a lack of autonomy, and middle-aged employees experienced a lack of skill variety (Singh et al., 2016). A lack of feedback resulted in a low motivation in male workers and expatriates (Singh et al., 2016). Managers and policymakers may use these findings to redesign jobs and develop an incentive system to increase employee motivation.

The reviewed literature also proved the need for organizations to pay attention to employee motivation and engagement. Engaged employees outperform their tasks and have high productivity, which leads to the effective accomplishment of organizational goals and an overall increase in organizational performance (Rana et al., 2019). Employee engagement also leads to organizational commitment, but this relationship is reciprocal, meaning that in case of inclusive and interpersonal leadership, organizational commitment may lead to increased work engagement (Kim et al., 2017).

The considered studies also give some insight into the situation with employee motivation in the UAE. Although the system of incentives is perceived as good, it needs further improvements, particularly in the banking industry (Al Naqbi et al., 2018; Bose, 2018). The emphasis should be put on factors that workers consider important and the binding nature of rewarding employees for outstanding performance.

Employee motivation depends on such factors as leadership, organizational culture and support, teamwork, the system of incentives, and job characteristics. In its turn, it influences workers’ productivity and commitment, as well as the performance of an organization. Therefore, some recommendations may be given to practitioners and policymakers on what they should consider while planning to enhance employee motivation. First, it is necessary to educate leaders about the importance of motivating the workforce and provide them with tools for empowering workers. It may be beneficial to employ the principles of authentic leadership to motivate the staff.

The second recommendation is to redesign jobs so as to make them more motivating. It may be noted that men need more motivation than women, and expatriates need more empowerment than native workers. Thirdly, employees, especially middle-aged ones, should be provided with training to improve their skills. Finally, organizations should work on developing and refining their systems of financial and non-monetary incentives.

Al-Bahri, A. A. S. K., & Othman, K. B. (2019). The role of leadership in increasing employees’ motivation and productivity. International E-Journal of Advances in Social Sciences , 5 (14), 1134-1143.

Al Mehrzi, N., & Singh, S. K. (2016). Competing through employee engagement: A proposed framework . International Journal of Productivity and Performance Management, 65 (6), 831-843. Web.

Al Naqbi, R. A. K., Yusoff, R. B. M., & Ismail, F. B. (2018). The effect of incentive system on job performance motivation as mediator for public sector organization in UAE . International Journal of Engineering & Technology, 7 (4.7), 380-388. Web.

Al Sahi Al Zaabi, M. S., Ahmad, K. Z., & Hossan, C. (2016). Authentic leadership, work engagement and organizational citizenship behaviors in petroleum company . International Journal of Productivity and Performance Management, 65 (6), 811-830. Web.

Al Samkari, H., & David, S. A. (2019). The role and impacts of authentic leadership on staff engagement and performance: A study among school leaders and teachers in private schools in the UAE. Specialty Journal of Psychology and Management , 5 (4), 65-78.

Bose, I. (2018). Employee empowerment and employee performance: An empirical study on selected banks in UAE. Journal of Applied Management and Investments, 7 (2), 71-82. Web.

Kim, W., Kim, J., Woo, H., Park, J., Jo, J., Park, S.-H., & Lim, S. Y. (2017). The relationship between work engagement and organizational commitment: Proposing research agendas through a review of empirical literature . Human Resource Development Review, 16 (4), 350-376. Web.

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Praise and Motivation of Employees Essay

Introduction, praise motivates, reference list.

Praise or recognition is a form of nonfinancial motivator that plays a crucial role in satisfying the ego needs of the organisation workforce. Robbins (2011) is of the opinion that praise motivates the employees and can be very instrumental in employee motivation than the other incentives.

Praising employees make them respond positively. In this case, employees strive to perform to their maximum for the good of the organisation. Praise is also important in the long-term relationships between the employees and managers. The managers who praise and celebrate employees’ success at work tend to have motivated staff than unappreciative managers. Praise on the other has its counterpoints as illustrated by Robbins.

Praise may tend to be paradoxical, not genuine, and may just come from people whom the employees try to appease (Robbins, 2011). Praise can greatly influence the organisational behaviour of any organisation. According to Robbins (2011), six dependent variables influence organisational behaviour. These variables include absenteeism, turnover, deviant behaviour at the workplace, productivity, job satisfaction, and organisational citizenship behaviour (Robbins, 2011).

There are many theories that support the perspective that praise motivates. In his theory of reinforcement, Skinner argues that a firm can motivate its employees in two ways. According to Skinner, positive reinforcement is a situation whereby organisations motivate employees through both intrinsic and extrinsic rewards. Companies give these incentives as a positive response to individual performance and behaviour.

Praise can be a positive reinforcer of motivation if employees are going to be stimulated by it. The aspect of praise sufficiently fits into the reinforcement theory. This is because it influences employee behaviour. However, Skinner also argues that the organisation can also use negative reinforcement to remove undesirable consequences. This could be through demotions, punishments, penalties or transfers (Phillips & Gully, 2012).

This perspective is also consistent with the theory X and Y as postulated by Douglas McGregor in exhibit 7.1 (Robbins, 2011). According to McGregor, managers who embrace theory X tend to have demotivated staff because of their perception that employee know what is expected of them and need no be coerced to perform their duties.

Praise fits in this exhibit because the managers who practice theory Y believe that satisfying employees’ needs will influence their behaviour at the workplace. This will positively affect the employees’ motivation. Praise of recognition as an esteem factor is important in maximizing employee motivation.

Herzberg postulated the third theory of motivation in 1959. Herzberg identified two factors that are crucial in employee satisfaction. He identified hygiene factors as those factors essential for employee motivation in an organisation. According Herzberg, hygiene factors do not lead to long-term employee satisfaction.

However, when they are absent in an organisation, it leads to dissatisfaction. Herzberg identified remuneration; job security; physical, working conditions; employee status; work conditions and fringe benefits as critical hygiene factors. In his second factors, Herzberg categorized praise or recognition, sense of achievement, work promotions, responsibility and meaningful work as motivational factors.

Herzberg was of the opinion that motivational factors are intrinsic satisfiers that result in positive satisfaction among the employees in an organisation (Herzberg, Mausner & Snyderman, 2005). Praise is consistent with the illustration in exhibit 7.2 by Robbins as one of the satisfying factors that can lead to extreme satisfaction in an organisation.

The issue of motivating employees so that work performance can be guaranteed is a great challenge to organisation today. Many organisations engage in planning and implementing of reward schemes with the belief that the rewards will bring desired change in employee motivation (Woodruffe, 2006). Organisations assume that by offering these kinds of incentives, they will encourage employees and result to improved work performance.

However, drawing the link between incentives and motivation of employees is a very complex thing to study (Woodruffe, 2006). The underlying question is – Can any substantial gain be achieved by pursuing incentives and rewards as the only way of motivating the employees.

Though incentives stimulate employees to greater job action, it in itself cannot completely satisfy an individual. Apart from incentives and monetary rewards, there are other stimuli of motivation and performance. Employees may also be motivated by recognition or rather praise from the management, job satisfaction and security, job promotion or other accomplishments (Woodruffe, 2006).

Praise as a motivator can play a crucial role in the overall motivation of an individual or group. In his article “Motivation: Try praise”, Nelson (1996) argued that praise could be a powerful tool in staff motivation. Nelson (1996) presented different ways in which the management can praise employees within the organisation.

Managers should prioritise people by attending to their wellbeing to enhance organisational performance. Nelson presented a scenario where a manager developed a habit of praising the employees on a weekly basis by close observance. The manager made a list of employees who had outstanding achievements during the week and praised them. This resulted to employee motivation (Nelson, 1996).

Organisations can also motivate employees through groups. Alternatively, the managers can also create a “wall of fame” as a way of putting across organisation appreciations to the staff for their achievements. According to Nelson, organisations can also have scrapbooks in which employee teams are recognized by their performances and accomplishments. This will ultimately result to employee motivation (Nelson, 1996).

Mariotti (1997) in his article “The power of praise” reveals that praise is the most important form of compensation that management can give to its employees. In his argument, Mariotti discussed that businesses in the modern world face many difficulties and the best way of motivating its workforces is by praise that does not require any budgetary allocation.

Mariotti (1997) recognized that a highly motivated staff working together with energy and enthusiasm could be reinforced to work even harder through praise (Mariotti, 1997). From his experience with workers working for long hours, Mariotti (1997) revealed that praise is important in motivating groups of employees.

Mariotti met a group of demotivated workers and said “thanks” to them. This came as a surprise to the workers who had not received any appreciation message for a long time from the company management. From a simple word, thanks, the worker feel appreciated (Mariotti 1997).

According to Wiscombe (2002), majority companies cannot sustain the cash incentives as motivating factors to their employees. Wiscombe is of the idea that praise and recognition are cost-effective ways of motivating employees. Saying a word as “Good Job” to an employee is valuable in boosting employee morale hence increasing productivity (Wiscombe, 2002).

Milne (2007) revealed that research carried out by Cameron and Pierce indicated that different rewards have different impacts on employee motivation. The study found out that praise or positive feedbacks leads to improved employee interest and work performance (Milne, 2007).

Milne stated that, salaries motivate people to work. However, other factors keep workers on jobs. Milne recognized that paying attention to employees and thanking them for their job achievement could not be underestimated. She was of the opinion that the simple verbal word of praise to employees is fundamentally powerful in motivating workers. Praise in this context plays an important role in the workers having a sense of self-accomplishment which in turn makes them work extra hard towards achieving the set goals (Milne, 2007).

Praise is also inevitable in cultivating morale in students. According to Cook (2003), praise as an intrinsic factor is very important in the overall performance of students in a learning setup. Cook (2003) opined that praise is essential enabling students develop pride in their own accomplishments. Praise leaves students with high self-esteem, confidence, and self-enjoyment. This can only be achieved when both parents and teachers applause students academic achievements (Cook, 2003).

In his journal article, Alexander (1998) gives ten low-cost strategies that employers can use to keep workers happy. Alexander acknowledges that besides the use monetary incentives as ways of motivating the workforce, employers can simply praise the employees for the job well done.

Alexander presents an example of managers who have used praise as a motivational tool. One manager agrees that employees need to be acknowledged, “For having the right demeanour, answers, work process, and practices. Another manager also acknowledges the importance of praise by saying: “praise is always good as long as it is not overdone” (Alexander, 1998, p.1).

However, praise as a motivating factor has its own counterpoints (Robbins, 2009). Praise may turn out to be paradoxical when rottenly used. Furthermore, praise by managers whom employees work hard to appease may be of no consequence. An employee may work hard to appease the manager not because he or she is motivated by the praise from the senior.

Sometimes praise may not be genuine from the person giving it. By falsely giving praise to the employee and yet they do not need it may breed narcissism. Flattery praise by the managers seeking to appease employees tends to be worthless. Employees fail to be motivated by such praise (Robbins, 2009).

Sometimes praise may be aggressive and may sound as sarcasm to employees being praised. In the true sense, praise may mean trying to keep the workers in the same position. Employees may interpret the praise to mean the management is out to ensure that employees deserve not to be promoted. In such a circumstance, praise leads to low morale and low motivation of workers (Changing Minds, 2012).

The systematic model of organisational behaviour manager must be compassionate and sensitive to the various needs of the workforce. Employees respond to these by embracing effectiveness in the performance of their duties. However, praise if not properly handled by the managers may be detrimental to group performance.

According to Miller (n.d.), praising a few employees within a team may create problems. Miller is of the opinion that managers who publicly praise one employee to motivate others are likely to cause more problems. This praise makes employees sense an element of favouritism that can lead to low morale of other employees (Miller, n.d.).

Praise as intrinsic factors is important in influencing the behaviour of employees at the workplace. Praise extremely contributes to the satisfaction of self-esteem needs of individuals at work. Therefore, when creating organisational behaviour models praise should not be ignored by the manager.

Praise is properly utilized has a positive impact on employee productivity, organisation citizenship behaviour, and job satisfaction of the employees. Furthermore, it helps reduce deviant behaviour of employees at the workplace, turnover and the level of absenteeism.

Alexander, S 1998, “Keeping workers happy”, Infoworld , vol. 20, no. 50, 91.

Changing Minds 2012, Praise, Changing Minds . Web.

Cook, J 2003, “Motivating through Extrinsic and Intrinsic Rewards”, American Music Teacher, vol. 53, no. 2 , pp. 41-42.

Herzberg, F, Mausner, B & Snyderman, BB 2005, The motivation to work , Transaction Publishers, New Brunswick.

Mariotti, J 1997, “The power of praise”, Industry Week/IW , vol. 246, no. 20, p.15.

Miller, M. n.d., Motivating Through praise . Web.

Milne, P 2007, “Motivation, incentives and organisational culture”, Journal of Knowledge Management , vol. 11, no. 6, pp. 28 – 38.

Nelson, B 1996, Motivation: Try Praise . Inc. Web.

Phillips, J & Gully, SM 2012, Organizational behaviour: tools for success, South-Western Cengage Learning: Mason, OH.

Robbins, SP 2009, Organizational behaviour: Global and Southern African perspectives , Pearson Education, South Africa, Cape Town.

Wiscombe, J 2002, “Rewards Get Results”, Workforce , vol. 81, no.4, p. 42.

Woodruffe, C 2006, “The crucial importance of employee engagement”, Human Resource Management International Digest, vol. 14, no. 1, pp. 3 – 5.

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Motivation of Workers Essay

Type of paper: Essay

Topic: Management , Workplace , Employee , Human Resource Management , Goals , Organization , Success , Motivation

Published: 02/11/2021

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Rational goal model is a guide to decision making in an organization whereby organizations hereby managers set goals that are reasonably achievable. Goals that are no achievable can demoralize the workers when they realize that the goals are not within their ability. In this regard, organizations set reasonable goals that can be achieved using the available organizational resources. However, the goals should not be so low such that the employees are not challenged by the goals. The performance in the achievement of goals is evaluated by comparing what has been achieved so far and the set targets (Belasen, 92).

Assertiveness is the ability of leaders to come out at the time of importance and explain any conflicting issues. The managers who are assertive have the confidence required to clear any doubts that exists in the minds of the workers. They are able to communicate the way forward whenever there are conflicting issues in the working environment. Decisiveness on the other hand, means the ability to make decisions even when there are there is uncertainty in the future. In this case, the managers are able to make quality decisions using all the information that is available. The behavior of the managers is such that they act as a motivation t the employees.

The managers of an organization aim at achieving the organizational goals through the help of the employees. The two characteristics of the managers play a role in motivating the employees so that they can facilitate the achievement of the set goals. Assertiveness and decisiveness of the managers show the commitment of the managers towards the achievement of the set goals. The managers act as a role model of the employees (Quinn, 78). The employees are able to see the seriousness of the manager towards achievement of the organizational goals. The employees then are able to copy the behavior of the managers and as a result, the productivity of the business improves.

The achievement of above average performance in an organization and maintaining motivated employees is a conflicting issue. However, the managers are able to achieve these conflicting by use of intrinsic and extrinsic motivation of employees. Intrinsic motivation of employees involves non material motivation of employees (Belasen, 89). By setting a good example to the employees, the employees are able to work harder without any material kind of motivation. As a result, the organizational goals can be achieved at less cost. Intrinsic motivation is non material motivation of employees. The managers achieve this by helping the employees to achieve their needs such as self actualization, social needs and esteem needs. In this case, the employees can be motivated by ensuring good working conditions that make them feel comfortable when working even without material rewards. Keeping employees in work positions that they enjoy working in motivates them even without material rewards (Quinn, 56).

On the other hand, extrinsic motivation involves use of material rewards to motivate workers. When the employees are given material rewards, they feel recognized by the company and therefore work hard in return to show appreciation. When the good performers are rewarded in the working environment, the other employees are also motivated to work harder so that they can receive rewards in the future. As they work hard to get rewards, the performance of the organization improves hence the organizational goals are achieved (Quinn, 67).

In conclusion, motivation of workers involves costs to the organization. However, motivated employees lead to good performance of the organization. Both intrinsic and extrinsic motivation in an organization plays a big role in the achievement of the organizational goals.

Work cited.

Belasen, Alan T. Leading the Learning Organization: Communication and Competencies for Managing Change. Albany: State University of New York Press, 2000. Quinn, Robert E., et al. Becoming a Master Manager: A Competing Values Approach. New Jersey: John Wiley and Sons, 2011.

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Guest Essay

The Two-State Solution Is an Unjust, Impossible Fantasy

By Tareq Baconi

Mr. Baconi is the author of “Hamas Contained” and the president of the board of al-Shabaka, the Palestinian Policy Network.

After 176 days, Israel’s assault on Gaza has not stopped and has expanded into what Human Rights Watch has declared to be a policy of starvation as a weapon of war. More than 32,000 Palestinians have been killed, and the international community has reverted to a deeply familiar call for a two-state solution, under which Palestinians and Israelis can coexist in peace and security. President Biden even declared “the only real solution is a two-state solution” in his State of the Union address last month.

But the call rings hollow. The language that surrounds a two-state solution has lost all meaning. Over the years, I’ve encountered many Western diplomats who privately roll their eyes at the prospect of two states — given Israel’s staunch opposition to it, the lack of interest in the West in exerting enough pressure on Israel to change its behavior and Palestinian political ossification — even as their politicians repeat the phrase ad nauseam. Yet in the shadow of what the International Court of Justice has said could plausibly be genocide, everyone has returned to the chorus line, stressing that the gravity of the situation means that this time will be different.

It will not be. Repeating the two-state solution mantra has allowed policymakers to avoid confronting the reality that partition is unattainable in the case of Israel and Palestine, and illegitimate as an arrangement originally imposed on Palestinians without their consent in 1947. And fundamentally, the concept of the two-state solution has evolved to become a central pillar of sustaining Palestinian subjugation and Israeli impunity. The idea of two states as a pathway to justice has in and of itself normalized the daily violence meted out against Palestinians by Israel’s regime of apartheid.

The circumstances facing Palestinians before Oct. 7, 2023, exemplified how deadly the status quo had become. In 2022, Israeli violence killed at least 34 Palestinian children in the West Bank, the most in 15 years, and by mid-2023, that rate was on track to exceed those levels. Yet the Biden administration still saw fit to further legitimize Israel, expanding its diplomatic relations in the region and rewarding it with a U.S. visa waiver . Palestine was largely absent from the international agenda until Israeli Jews were killed on Oct. 7. The fact that Israel and its allies were ill prepared for any kind of challenge to Israeli rule underscores just how invisible the Palestinians were and how sustainable their oppression was deemed to be on the global stage.

This moment of historical rupture offers blood-soaked proof that policies to date have failed, yet countries seek to resurrect them all the same. Instead of taking measures showing a genuine commitment to peace — like meaningfully pressuring Israel to end settlement building and lift the blockade on Gaza or discontinuing America’s expansive military support — Washington is doing the opposite. The United States has aggressively wielded its use of its veto at the United Nations Security Council, and even when it abstains, as it did in the recent vote leading to the first resolution for a cease-fire since Oct. 7, it claims such resolutions are nonbinding. The United States is funding Israel’s military while defunding the U.N. Relief and Works Agency, a critical institution for Palestinians, bolstering the deeply unpopular and illegitimate Palestinian Authority, which many Palestinians now consider to be a subcontractor to the occupation, and subverting international law by limiting avenues of accountability for Israel. In effect, these actions safeguard Israeli impunity.

The vacuity of the two-state solution mantra is most obvious in how often policymakers speak of recognizing a Palestinian state without discussing an end to Israel’s occupation of Palestinian territory. Quite the contrary: With the United States reportedly exploring initiatives to recognize Palestinian statehood, it is simultaneously defending Israel’s prolonged occupation at the International Court of Justice, arguing that Israel faces “very real security needs” that justify its continued control over Palestinian territories.

What might explain this seeming contradiction?

The concept of partition has long been used as a blunt policy tool by colonial powers to manage the affairs of their colonies, and Palestine was no exception. The Zionist movement emerged within the era of European colonialism and was given its most important imprimatur by the British Empire. The Balfour Declaration, issued by the British in 1917, called for a “national home for the Jewish people” in Palestine without adequately accounting for the Palestinians who constituted a vast majority in the region and whom Balfour referred to simply as “non-Jewish communities.” This declaration was then imposed on the Palestinians, who by 1922 had become Britain’s colonized subjects and were not asked to give consent to the partitioning of their homeland. Three decades later, the United Nations institutionalized partition with the passage of the 1947 plan, which called for partitioning Palestine into two independent states, one Palestinian Arab and the other Jewish.

All of Palestine’s neighboring countries in the Middle East and North Africa that had achieved independence from their colonial rulers and joined the United Nations voted against the 1947 plan. The Palestinians were not formally considered in a vote that many saw as illegitimate; it partitioned their homeland to accommodate Zionist immigration, which they had resisted from the onset. The Palestine Liberation Organization, established more than a decade later, formalized this opposition, insisting that Palestine as defined within the boundaries that existed during the British Mandate was “an indivisible territorial unit”; it forcefully refused two states and by the late 1970s was fighting for a secular, democratic state. By the 1980s, however, the P.L.O. chairman, Yasir Arafat, along with most of the organization’s leadership, had come to accept that partition was the pragmatic choice, and many Palestinians who had by then been ground down by the machinery of the occupation accepted it as a way of achieving separateness from Israeli settlers and the creation of their own state.

It took more than three decades for Palestinians to understand that separateness would never come, that the goal of this policy was to maintain the illusion of partition in some distant future indefinitely. In that twilight zone, Israel’s expansionist violence increased and became more forthright, as Israeli leaders became more brazen in their commitment to full control from the Jordan River to the Mediterranean Sea. Israel also relied on discredited Palestinian leaders to sustain their control — primarily those who lead the Palestinian Authority and who collaborate with Israel’s machinations and make do with nonsovereign, noncontiguous Bantustans that never challenge Israel’s overarching domination. This kind of demographic engineering, which entails geographic isolation of unwanted populations behind walls, is central to apartheid regimes. Repeating the aspiration for two states and arguing that partition remains viable presents Israel as a Jewish and democratic state — separate from its occupation — giving it a veneer of palatability and obfuscating the reality that it rules over more non-Jews than Jews .

Seen in this light, the failed attempts at a two-state solution are not a failure for Israel at all but a resounding success, as they have fortified Israel’s grip over this territory while peace negotiations ebbed and flowed but never concluded. In recent years, international and Israeli human rights organizations have acknowledged what many Palestinians have long argued: that Israel is a perpetrator of apartheid. B’Tselem, Israel’s leading human rights organization, concluded that Israel is a singular regime of Jewish supremacy from the river to the sea.

Now, with international attention once again focused on the region, many Palestinians understand the dangers of discussing partition, even as a pragmatic option. Many refuse to resuscitate this hollowed-out policy-speak. In a message recently published anonymously, a group of Palestinians on the ground and in the diaspora state wrote: “The partition of Palestine is nothing but a legitimation of Zionism, a betrayal of our people and the final completion of the nakba,” or catastrophe, which refers to the expulsion and flight of about 750,000 Palestinians with Israel’s founding. “Our liberation can only be achieved through a unity of struggle, built upon a unity of people and a unity of land.”

For them, the Palestinian state that their inept leaders continue to peddle, even if achievable, would fail to undo the fact that Palestinian refugees are unable to return to their homes, now in Israel, and that Palestinian citizens of Israel would continue to reside as second-class citizens within a so-called Jewish state.

Global powers might choose to ignore this sentiment as unrealistic, if they even take note of it. They might also choose to ignore Israeli rejection of a two-state solution, as Israeli leaders drop any pretenses and explicitly oppose any pathway to Palestinian statehood. As recently as January, Prime Minister Benjamin Netanyahu said that Israel “must have security control over the entire territory west of the Jordan River.” He added, “That collides with the idea of sovereignty. What can we do?”

And yet the two-state solution continues to be at the forefront for policymakers who have returned to contorting the reality of an expansionist regime into a policy prescription they can hold on to. They cycle through provisions that the Palestinian state must be demilitarized, that Israel will maintain security oversight, that not every state in the world has the same level of sovereignty. It is like watching a century of failure, culminating in the train wreck of the peace process, replay itself in the span of the past five months.

This will not be the first time that Palestinian demands are not taken into account as far as their own future is concerned. But all policymakers should heed the lesson of Oct. 7: There will be neither peace nor justice while Palestinians are subjugated behind walls and under Israeli domination.

A single state from the river to the sea might appear unrealistic or fantastical or a recipe for further bloodshed. But it is the only state that exists in the real world — not in the fantasies of policymakers. The question, then, is: How can it be transformed into one that is just?

Source photographs by Jose A. Bernat Bacete, Daily Herald Archive and Lior Mizrahi, via Getty Images.

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