Introduction
Employee motivation remains one of the most complex and fascinating areas of research in organizational psychology and human resource management. Understanding the factors that drive engagement, performance, and job satisfaction is critical to the success of organizations in the rapidly changing business environment.
The Importance of Progress at Work as a Fundamental Motivational Factor
Research conducted by Teresa M. Amabile and Steven J. Kramer, published in the Harvard Business Review, revealed a surprising conclusion: daily progress at work, even incremental, is the most significant motivational factor for employees. Although managers often underestimate this variable, even small steps forward in daily tasks can significantly boost motivation and employee engagement. This study challenges common beliefs about motivation and suggests that allowing employees to experience regular progress could be a more powerful motivational tool than traditional incentives.
Self-Determination Theory (SDT)
Self-Determination Theory (SDT) is one of the fundamental theoretical models in motivation research. According to this theory, employee motivation can be seen as a continuum from complete amotivation, through external regulation, to autonomous intrinsic motivation. Research published in the Journal of Applied Psychology indicates that when intrinsic motivation is high, employees experience a sense of autonomy, competence, and relatedness, leading to higher performance and productivity.
“When intrinsic motivation is present, because employees derive pleasure from the process of completing their tasks, they will feel freedom, autonomy, and choice in their efforts toward others” (Grant, 2008). Research also shows that intrinsic motivation and extrinsic motivation are not mutually exclusive; rather, they can coexist and reinforce each other.
Herzberg’s Two-Factor Theory of Motivation
Herzberg’s theory, developed in the 1950s, remains a significant element of employee motivation management. This theory distinguishes between two types of factors that influence motivation: hygiene factors (e.g., salary, working conditions, company policies) and motivators (e.g., achievement, recognition, personal development). According to research, hygiene factors may prevent dissatisfaction but do not generate motivation, whereas motivators are the source of true satisfaction and engagement.
Contemporary applications of Herzberg’s theory suggest that organizations focusing solely on hygiene factors may not achieve optimal employee motivation. Only a combination of suitable working conditions with opportunities for growth and recognition can bring lasting engagement.
McGregor’s Theory X and Y
McGregor proposed two opposing views on the nature of employees, which influence management styles and motivational strategies. According to this theory, motivation can and should be achieved differently depending on whether an employee is categorized as Type X or Type Y.
“Although this theory has not gained significant empirical support, it can prove to be an important framework for better understanding human behavior at work” (Scirp.org, 2022). Research on Theory X and Y led to the development of scales for assessing attitudes and behaviors that can help managers better understand and motivate their teams.
Equity Theory
Equity theory suggests that employee motivation is largely determined by their sense of fairness. Employees create a “mental accounting” of their inputs and outcomes, and then compare the ratio of their inputs and outcomes with others. Inputs may include effort, performance, skills, education, and experience, while outcomes typically refer to salary, benefits, and promotions.
If employees perceive that the ratio of their inputs to outcomes is not fair in comparison to their peers, they may be motivated to restore balance, which may lead to reduced effort, increased absenteeism, or even leaving the organization. Understanding the dynamics of organizational justice is crucial for effective employee motivation management.
Job Demands-Resources Model (JD-R Model)
The JD-R model explains how work resources, due to their motivational potential, encourage employees to achieve their goals. “According to the motivational process proposed by the JD-R model, work resources, due to their motivational potential, encourage employees to achieve their goals” (Demerouti et al., 2001).
Research has shown that different work resources (e.g., colleague support, performance feedback, supervisor coaching) lead to work engagement and flow. The motivational process leads employees to become more engaged in their work because they derive fulfillment from it.
Motivational Profiles of Managers
McClelland’s research on managerial motivation identified three main needs: achievement, power, and affiliation. Effective leaders exhibit specific motivational profiles that influence their ability to motivate others.
“Effective leaders desire power and influence because they know that it is through power and influence that tasks are accomplished in organizations” (McClelland & Burnham, 1976). Studies show that the most effective managers have a high need for power, a low need for affiliation, and a high degree of inhibition of activity, which is referred to as the “imperial power motive syndrome” or “leadership motive syndrome.”
Gartner’s Research on Contemporary Motivational Practices
Research conducted by Gartner indicates the growing importance of a humanistic approach to employee motivation. According to data from June 2023, 48% of employees believe that their company’s office policy prioritizes what leaders want, rather than what employees need.
Gartner recommends creating a workplace that is goal-oriented rather than task-oriented. This means aligning the purpose of daily work with the appropriate environment. Companies using “human-centric work models” report a significant increase in employee productivity and engagement. According to the June 2023 study, employees working in a human-centric work environment are three times more likely to achieve high performance, remain with their current company, and experience less work-related burnout compared to employees in other companies.
Motivational Crisis and Burnout
A concerning trend is the growing prevalence of burnout among employees. According to a survey conducted by Gartner, 89% of B2B salespeople report feeling burned out at work. As a result, more than half (54%) of respondents state that they are actively looking for a new job.
Research has identified two different factors that affect a salesperson’s overall energy to work—”a sense of drive” and “resistance.” Salespeople experiencing a “sense of drive” feel engaged at work, ready to act, mentally alert, and resilient in the face of obstacles, which is associated with higher performance and lower burnout.
Breaking the Link Between Compensation and Motivation
Research published in the MIT Sloan Management Review indicates surprising benefits from moving away from performance-based compensation (PFP) systems. Experiments eliminating the pay-for-performance model strengthened sales results, retention, and employee engagement.
Organizations stick with PFP systems for several reasons: inertia (they’ve been used for decades), lack of awareness of research on their limitations, and concerns about designing and implementing new compensation systems. However, companies may lose more by not moving away from PFP systems than by risking changes.
Summary
Contemporary research on employee motivation highlights that effective motivational strategies must consider the complexity of human needs, values, and aspirations. The latest trends suggest a shift away from simple reward-based motivational systems toward more holistic approaches that take into account autonomy, purpose, development opportunities, and organizational justice.
Organizations that can understand and apply a comprehensive approach to motivation, combining insights from various theories and adapting them to their specific context, will have a competitive advantage in attracting and retaining talented employees. Ultimately, effective motivation requires understanding both universal psychological principles and the unique characteristics of individual employees and teams.
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