motivation employee essay

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

By Elle Holder

12 min read

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

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

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

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

Let’s begin.

Table of contents

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

Understanding employee motivation

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

Definition of employee motivation

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

The role of motivation in employee performance

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

Common misconceptions about employee motivation

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

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

Bring your people together

Key factors influencing employee motivation.

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

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

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

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

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

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

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

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

Strategies for motivating employees

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

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

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

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

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

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

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

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Find out how high-performing teams keep everyone connected, motivated and doing their best work

Case studies of successful employee motivation

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

Example 1: Google’s employee recognition program

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

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

Example 2: Microsoft’s employee development initiatives

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

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

Example 3: HubSpot’s flexible work arrangements

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

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

Overcoming challenges in employee motivation

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

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

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

Measure and evaluate employee motivation

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

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

Key metrics for assessing employee motivation:

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

Conduct employee surveys and feedback sessions:

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

Analyze performance and engagement data:

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

Conclusion 

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

In a bit more detail, this included:

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

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

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Essay on Employee Motivation

In the society, we live in currently, the rate at which employees get depressed is rising. There is an urgent need to ensure that the employees have a good working environment. The environment is inclusive of how the employees are treated by their superiors. Employers need to learn and embrace the need for employee motivation in their places of work. This essay aims at addressing employee motivation as a whole and its benefits.

Companies and other sectors that need a workforce to run their operations must value their workers. The workers are a crucial part of any firm as no work can occur without them, and therefore, superiors must respect them. They have to feel that their worth is recognized and appreciated by their employers. Employers have to know how to recognize their workers’ work as it is one significant way of motivating the laborers. Trainers can take the Employers through a training system targeting how they handle their workers (Sabbagha et al., 2018). It will significantly improve how the workers perceive their tasks and undertake them. They will be more willing to work than in situations where they appear to be forced to work.

Scholars should not ignore the need for employee motivation to be included in the study of human resources. The unit is crucial as it is undertaken by any person who wishes to lead people or manage a firm. Incorporating employee motivation issues in such a unit will go a long way in ensuring that the managers and leaders are qualified and know how to treat workers. When set out in such a manner, managers will take the issue of employee motivation with more seriousness as it deserves (Haryono, 2020). The managers will understand better the need for conducting such practices in their firms. A way of grading the students of human resources based on who understands the topic of employee motivation will challenge the students and make them more attentive and thirstier to learn about it. The better they know it, the more effective the implementation will be.

How an employer treats their staff determines whether they will remain working for them or move to new places. When one is not satisfied or feels undermined, one will always want to look for a better place (Sabbagha et al., 2018). It is human nature to influence each other, and one person quitting the job could lead to hundreds of others following. To curb these, the management must ensure that they are satisfied. The complaints raised should be attended to in due time to make sure that the workers have an easy time as they work. When everybody feels at ease, things run smoothly, and tension is completely done away with for good. Tension can tamper with the quality of one’s work and affect the firm’s overall performance.

One most important way of motivating employees is by paying them well and giving them reasonable allowances. With the current economy, people need jobs to sustain themselves and have something to save. The introduction of house and transport allowances in places of work will help the employee significantly save some cash as the employer has catered for some parts. It is evident that companies with these allowances in place attract more employees and retain them for a long time because they motivate them well with good pay. When the people come in large numbers to be employed, cases where laborers are overworked, are rare. Overworking can be led to hating the job and having a bad attitude towards it which will affect performance negatively (Sabbagha et al., 2018). On the other hand, where there is job satisfaction, the attitude towards work is positive, and work is done well; hence there is the growth of the business and retainment of workers.

The management of any firm must know the academic qualifications of every person working for them. It makes it easy for the company to conduct training and promotions. It can sometimes even be used to determine the amount of salary that one is paid. The aspect of training employees makes them optimistic as it shows them that the company has a plan to be with them for an extended period. A person cannot be trained and then offloaded in a short period as it will be a waste of resources. Promotion is crucial for employers as it shows them that the management recognizes their work. It will motivate them to work even harder in the posts they have been assigned, contributing to the general productivity of the farm (Lăzăroiu, 2015). management can promote them based on their academic qualifications or the time of service they have offered to the firm as it increases the experience. Employees’ salaries need to be improved whenever the company makes profits to appreciate their work and encourage them to put in more effort.

Employees are the primary unit of a firm, and they experience challenges just like any other unit. The management should always ensure that systems deal with solving issues experienced by these people. A system that begins by collecting complaints, articulating them, and delivering solutions to the workers should be implemented. The workers will be at more ease to raise their issues, and employers will make their environments better according to their suggestions. Most workers usually fear sharing their problems with their bosses directly; therefore, they work under conditions in which the job satisfaction levels are deficient. Human Resource mainly undertakes to ensure that all workers are working under the best conditions (Hanaysha & Majid, 2018). It has significantly helped firms’ growth as productivity is directly proportional to workers’ contentment with their environment.

How employees are treated is likely to affect the people they serve. Mistreatment of an employee will set them in a bad mood and breed a lousy attitude and environment for work. If one is working in an outlet store, the chances of talking badly to clients are very high as their moods are not right. The same applies to teachers when their bosses undermine them and pour their frustrations on the students, which is incorrect. Students will receive unnecessary punishments and fail to understand what is being taught. The motivation of workers also works the same way as workers will treat their clients with the kindness their superiors accord them.

The act of motivating workers does not only help in building them, but it also ensures the growth of businesses. When laborers are inspired, they do good work, and productivity is guaranteed, and it is a win-win situation for both parties. Motivation should be encouraged and embraced by managers across the globe.

De Sousa Sabbagha, M., Ledimo, O., & Martins, N. (2018). Predicting staff retention from employee motivation and job satisfaction.  Journal of Psychology in Africa ,  28 (2), 136-140.

Hanaysha, J. R., & Majid, M. (2018). Employee motivation and its role in improving productivity and organizational commitment at higher education institutions.  Journal of Entrepreneurship and Business , 6(1), 17-28

Haryono, S., Supardi, S., & Udin, U. (2020). The effect of training and job promotion on work motivation and its implications on job performance:  Evidence from Indonesia. Management Science Letters , 10(9), 2107-2112.

Lăzăroiu, G. (2015). Employee motivation and job performance. Linguistic and Philosophical Investigations , (14), 97-102

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Employee Motivation and Rewards

Executive Summary

Employees are key drivers of the organization and should be motivated to help meet the set goals and objectives. Encouraging and rewarding them seem to be challenging for many managers. This paper aims to explain why some workers remain unresponsive to this approach and how to use applied research methodology to address unmet needs. Maslow, McClelland, and Hertzberg conceptualized that individual demands of participants should be addressed, but their ideas failed to suggest how managers can identify and deal with them accordingly. It was established that motivation and rewards reenergize employees only to a certain extent while neglecting some people.

The study established that attempts to motivate everyone using contemporary theories were unsatisfactory. Therefore, applied research is necessary since it uses many methodologies to conduct an in-depth analysis of the problem faced by employers and offer a simple answer. Other methods that are seen as effective include ethnography and case study examination, allowing the investigator to interact with disengaged workers and understand their respective needs for meeting them. In a nutshell, it becomes challenging to apply the motivation theories to address individuals unwilling to contribute. Design thinking overlooks the existing theoretical underpinnings when handling a complex issue. This approach is an applied methodology that goes beyond the existing theoretical grounds to offer simple solutions to what is perceived as a complex problem. Managers must do several things in their attempt to motivate their employees. First, leaders should consider the individual characteristics of workers to reveal their needs. Second, they should effectively communicate with them in order to find the root cause of the issues. Lastly, the personnel at higher levels should adopt design thinking when seeking solutions to employees’ problems.

Introduction

The present-day business environment is a rapidly evolving sphere, which requires people to timely readjust to the emerging circumstances in order not to lose profits. From this perspective, the nature of the organization and the methods managers use to motivate workers are the two critical considerations, allowing to realize the set goals and aspirations. The failure to meet the objectives of a company can be frequently attributed to the participants’ unwillingness to achieve actual results by using the old schemes. Therefore, the complexity of employee motivation positively correlates with applied research methodology that provides simple answers to increasing their flexibility as per the business world requirements by using an individualized approach. In other words, this method of examination of problems corresponds to the necessity to consider the human factor when developing organization’s vision, mission and stakeholders’ aspirations.

A responsive and engaged workforce tends to be more productive than a group of employees whose members are unmotivated and apathetic, and this outcome explains the need for providing a scientific basis for a shift. For example, the reduction in stakeholders’ dividends or low company’s marginal revenues are indicators of low staff morale, whereas the link between them is not explicit. De Vito et al. (2018) argued that if employees feel motivated or satisfied, they are likely to exert more effort hence helping the company realize objectives since their contribution to the companies’ success becomes apparent. From this standpoint, it is evident that motivating and rewarding employees in the workplace are vital for enabling the organization’s progress while retaining its competitive advantage. Studies point out shows that motivated workers are more productive and usually produce better-quality results, which in turn leads to reduced turnover rates (Vito et al., 2018). Therefore, they will be more aware of the environment’s conditions and the possibility of a change and readjust timely, as per the provisions of applied research.

In the contemporary world, the impossibility of ensuring a positive attitude of employees towards the performed work explains the emergence of other problems, which are seemingly disconnected from the business. As Rybnicek, Bergner, & Gutschelhofer (2019) noted, unmotivated workers would thereby adversely affect the company’s ability to remain competitive in the industry. Economists argue that the costs of disengaged individuals are likely to run into a substantial amount of dollars, hence necessitating the need for managers to have the problem fixed as early as possible (Rybnicek et al., 2019). In this case, an optimal solution is to develop talent within the organization and effectively promote workers as per their achievements for preparing for the unpredictability of the market conditions.

My vision as a manager has always been to see all my employees well-motivated to work diligently to realize the organizational goals. However, the issue of motivation is complex because regardless of how hard companies try to reward employees based on performance, some do not respond to rewards. There must be different ways employees can get satisfied and thereby improve organizational output by paying attention to the business circumstances (Fischer, Malycha, & Schafmann, 2019). In this case, applied research of the markets of operation can be used for determining the ability of motivated staff to cope with challenges as opposed to their colleagues unwilling to improve results. In this case, creativity, passion, and deep connection to an organization serve as the main criteria correlating with the outside factors and reflecting the potential of combining the internal and external circumstances for better profits.

I have also realized that the detrimental effects of workers’ disengagement are more critical when people have opposing views on different matters. In such a case, the stanpoint of the majority when not accepted by others results in the latter’s tendency to lose hope, which slows down the overall productivity. This situation might lead to the desire of qualified and exprienced specialists, who can potentially contribute to the business’ capability to remain competitive in a rapidly changing environment, to seek other employment. Hence, as a manager, my role is to identify disengaged employees and address the reasons for their resentment by paying attention to individual needs and opinions. Also, those who do not want to cooperate in any case should be removed as they can negatively affect others’ motivation and make it impossible to rely on applied research serving as the evidence of markets’ shifts.

In addition, the coordination of actions of all participants should be done with respect to the role of rewards and responses alongside the potential failure to benefit from these provisions. I aim to use a personalized approach to this area in order to find an optimal way for people to comply with the requirements of the business. Motivational theorists, including Maslow, Hertzberg, and McClelland, claim that this method is more advantageous for better outcomes than generalizations (Paais & Pattiruhu, 2020). Therefore, varying levels of energy and enthusiasm are to be taken into account when increasing engagement and improving the systems in alignment with the external circumstances as per applied research.

Intrinsic motivation tends to positively impact employee job satisfaction; hence, employing a reward management approach that emphasizes this method is critical. As it was mentioned earlier, active participation is a force that propels people towards a given direction. In the workplace, employees are usually driven or guided by different factors. As a manager, my vision is to ensure everyone is encouraged by the benefits selected with regard to individual needs. Psychologists, particularly behavioralists, were more concerned with human behavior, studied habits, and later hypothesized theoretical frameworks or theories which, if incorporated in the workplace settings, effectively address needs. Thus, their approaches can be used for analyzing people’s conduct to provide them with necessary advantages.

Psychological approaches had various claims regarding how managers could motivate their workers. Maslow’s need theory maintained that a person is reenergized when all his needs are addressed (Paais & Pattiruhu, 2020). The keyword here is “when all,” which means when motivating, it is advisable to start from the basic needs of every worker instead of subjecting all of them to the same type of remuneration. Maslow also postulated that individuals usually work for security and money, but the manager must engage them in various activities to utilize their skills (Paais & Pattiruhu, 2020). Therefore, one cannot ascend to the next level unless their lower needs are addressed. As such, an employee cannot realize his full potential in terms of performance when they have other issues outside the workplace that are yet to be resolved. The discussed provisions allow concluding that firms’ capability to survive in the continuously evolving market conditions, presenting the main macro trends, is conditional upon the employees’ flexibility, which depends on their motivation to readjust efforts.

Research Aims-Problem Solving

Workers in any organization must be motivated to improve job performance and satisfaction. Many studies have been done regarding different ways to reward employees for working hard and helping the companies accomplish the set goals. Managers have been employing various motivation theories to reenergize the disengaged employees to join others and work as a team. Sometimes, they succeed, but not all workers respond to rewards. McClelland’s motivational theory stressed the need to address individual differences to motivate every employee since they respond to rewards differently (Paais & Pattiruhu, 2020). In turn, Maslow claimed that human desires should be satisfied based on urgency, though in the workplace setting, employees tend to have varying needs because they come from different backgrounds (Paais & Pattiruhu, 2020). Addressing individual needs is key for the realization of employees’ job satisfaction problems; however, identifying the issues of every worker in a complex environment remains a big challenge for many leaders. As a manager, I would have to understand what level team members are currently at and attempt to address the specific needs that could help fulfill those aspirations. In doing so, I would help every employee move forward and cooperate to guarantee the organization’s progress.

However, addressing the individual needs alone based on Maslow’s approach might not work since it is difficult to understand or identify individual psychological needs. Research shows that psychological needs can be addressed using Hertzberg’s two-factor theory. Improving working conditions can be the best way to motivate or address these aspects of the employees’ activity in the workplace. Such needs, according to Hertzberg, can be solved by improving motivator factors that enhance job satisfaction (Paais & Pattiruhu, 2020). Promotions and recognition of individual contributions can solve the described problem. Other approaches to meet unique needs include using McClelland’s theory by addressing three motivators: achievement needs, affiliation needs, and power (Paais & Pattiruhu, 2020). From this standpoint, it is evident that there is no individual theory a manager can employ to satisfy all disengaged employees.

As a manager, I have established that employee motivation requires applied research for improvements because it appears to be one of the complex issues. Money and rewards cannot motivate all people in the workplace. Therefore, this study explores why workers respond differently to motivation and rewarding systems in the organization. Further, we shall ascertain if addressing individual needs could be a remedy to reenergize the disengaged employees. It is also evident that motivation and rewards cannot help all employees because every worker has unique individual needs. Therefore, it can be hypothesized as follows:

• Motivation and rewards have the potential to reenergize the disengaged employees at the workplace to a certain extent;
• Motivation and incentives improve worker’s job satisfaction to a certain extent;
• Addressing individual needs is the best way to motivate employees;
• No single motivation theory can be applied in the workplace place to reenergize all disengaged workers;
• It is challenging to identify the individual needs of every worker and address them accordingly.

For performing a global change in employees’ motivation, one should pay attention to proxy indicators, which should be adequately evaluated and affected. At the level of self, the number of successfully conducted initiatives will serve as evidence of productiveness. At the personnel’s level, employees’ job satisfaction, when remained unchanged as per regular surveys, alongside the amounts of strikes would be alarming factors. For stakeholders, the continuity of improvements, expressed in the duration of projects in months, is the indicator allowing for reflecting on the reduced morale stemming from the dubious effectiveness of operations. For the whole organization, the staff turnover rates, resulting from the lack of motivation, will be viewed as the conditions reflecting the insufficiency of efforts. Meanwhile, the mentioned problems as per the indicators can be addressed by adopting design thinking, allowing to precisely state the reasons for negative outcomes. As a result, the engagement will be improved by applying motivators corresponding to each of the specified areas.

The impact of unmotivated employees on the organization includes low turnover, increasing overhead costs, and losing hardworking employees due to job satisfaction. In their attempt to fix the problem, organizational managers usually resort to underpaying their workers, worsening the situation. The organizational managers can lay off the disengaged employees and hire new ones where an attempt to reenergize the disengaged ones has failed. Firing the unmotivated workers is critical to the recovery process because the recruits are likely to corporate with the hardworking and salvage the organization from shutting down. The indictors of the disengaged employees could be the withdrawal of junior managers having failed to reenergize the unmotivated workers. Many managers find it necessary to quit when they realize that their efforts to help organizations to remain afloat are insufficient for making a global shift. This issue occurs when they understand that their workers cannot effectively cooperate with one another. In this case, they should provide everyone with an opportunity to express their concerns instead of keeping them hidden from others.

Lastly, the dissatisfaction of stakeholders can be caused by the ineffective performance of workers and, consequently, result in their confidence in the organization’s failure to achieve long-term progress. In this case, the problem could include poor coordination or leadership of either junior managers or the entire management. If the whole administration is the one that has failed to motivate the employee, they can overhaul it and appoint a new one. However, overhauling can only be done after a thorough investigation into the matter. Holding a general meeting can provide insights into the challenge and help the stakeholders take the best option of salvaging the organization from shutting down. The above mentioned are key indicators of the unmotivated employees in an organization that need to reenergize as one way of helping them build teamwork and continue working towards the organizational goals.

Literature Review

Several researchers have tried to dig deeper into the issues of employee motivation in their attempt to establish the role of motivators in reenergizing workers. Every company usually wants to reward its workers for reenergizing disengaged employees to work harder and enable an organization to realize its set goals. Many studies have been conducted to ascertain the effects of motivation on workers’ morale and performance. Moreover, motivation aims at intrinsically reenergizing disengaged workers to put in more efforts and achieve the set goals. According to Fischer et al. (2017), people tend to be motivated by other factors besides intrinsic and extrinsic motivators. The study established that managers could foster creativity and innovation among their employees but use intrinsic motivators (Malycha et al., 2017). They further demonstrated that inherent motivation had a more significant impact on workers’ performance and creativity.

Workers’ job satisfaction tends to be influenced by organizational culture, motivation, and leadership. Paais and Pattiruhu (2020) argue that motivation, good leadership, and corporate culture positively improve workers’ activity when used collectively but have no effects on job satisfaction. Therefore, the manager who uses the three parameters to motivate employees might fail to achieve the organization’s target; the approach cannot be viewed as suitable. Good leadership was cited as the best motivator since it significantly increased employees’ job satisfaction (Paais & Pattiruhu, 2020). A democratic and friendly manager in a company motivates his workers because they would feel loved, work hard, and obey all the commands, improving job output. The study also noted that both motivation and organizational culture had no impact on employees’ perceptions (Paais & Pattiruhu, 2020). Good leadership has little effect on job performance, so managers must understand how to blend the three criteria to ensure that both workers’ satisfaction and positive outcomes are achieved simultaneously. It is not always easy to motivate employees to get satisfied with the job and increase the organization’s performance. Therefore, the tasks at hand should be addressed by relying on evidence, incorporating the discussed areas for modifying the overall environment.

In an organization, workers’ needs influence how they respond to motivation. As mentioned above, good leadership increases employees’ job satisfaction, but organizational output, meaning both motivation and rewards, partially affects the companies’ performance. Hence, there is something beyond inspiration that can make many disengaged employees happier, which is yet to be established. Rybnicek et al. (2019) described how individual needs affect employees in the workplace to give a clue on how people respond to rewards in varying ways. They investigated the impact of rewards on workers’ satisfaction and job performance using McClellent motivation theory (Rybnicek et al., 2019). The research cited the advancement of technology in the last decades, which might have rendered some views ineffective, particularly those used in the early 60s and 70s. In most cases, individual needs determine how people respond to rewards. Rybnicek et al. (2019) also argued that heterogeneous incentives tend to have overlapping neural activation in employees’ brain’s motivation circuitry. So, if a bonus fails to activate these specific brain regions, the manager has to offer a different reward. The findings correlated with Herzberg’s statements discussed above, including his two-factor theory when he argued that employees respond differently to rewards.

Another approach to improving the situation regarding employees’ attitudes is based on Maslow’s hierarchy of needs theory for motivating workers. Thus, De Vito et al. (2018) confirmed that this approach is critical for understanding how individuals respond to rewards. It was also cited as a critical determinant of employees’ job satisfaction and performance (De Vito et al., 2018). This theoretical method is grounded in one tenet, according to which needs should be satisfied based on their urgency level. Maslow also noted that providing a conducive working environment is a way of meeting workers’ needs (De Vito et al., 2018). The research established that a good working environment increases workers’ compensation levels, which is reflected in improved output and job satisfaction (De Vito et al., 2018). Managers must, therefore, ensure the reasonability of rewarding systems and promotion opportunities for all employees besides demonstrating good leadership skills. In other words, having proper reward management goes beyond good leadership since it does not affect output. In this way, both Maslow’s needs theory and McClelland’s motivation theory confirmed that a kind of environment shapes how managers improve job satisfaction and organizational performance.

Considering the above, it is evident that all researchers agree that regardless of the motivational approach used, they do not tend to have absolute power to impact all employees’ job satisfaction. Martono, Khoiruddin, and Wulansari (2018) argue that a reward management system improves employees’ welfare and positive perceptions. Managers in charge of this mechanism are responsible for analyzing individual needs and rewarding them accordingly to increase productivity and employees’ satisfaction (Martono et al., 2018). Meanwhile, motivation and reward methods affect the workers in different ways. For example, a good manager is likely to be loved by all people, which reflects increased job satisfaction. In this sense, good managers are seen as humane motivators who are ready to resonate with their employees when they have pressing issues.

The research implicitly shows that the concept of employee motivation is not easy as managers have always perceived it. Theoretically, it might appear easy; in reality, motivation and rewarding workers is a bit complicated. As a manager, I have to understand all issues involving employee attitudes to successfully reenergize all disengaged persons to work as a team with other hardworking colleagues in their pursuit to realize organizational goals. It is essential to understand what can motivate each worker before developing the best method to address their issues. In this regard, it is wrong to assume that all people have similar individual needs and, if they are subjected to similar rewards, reenergizing is a logical outcome. Identifying every desire of involved participants in the workplace is the key to ensuring that all of them get motivated (Stoyanova & Iliev, 2017). However, due to the intricate nature of the organizational setting, it is challenging for managers to identify personal obstacles to productivity.

Methodology and Methods

Motivating and rewarding employees using contemporary theories have been proved ineffective in addressing all disengaged workers. Even though Maslow’s need theory and McClelland’s motivation theory attempt to offer a better way of addressing individuals, they failed to show how managers can identify the needs in an intricate workplace setting (Sangaramoorthy & Kroeger, 2020). It becomes evident that employee motivation is a complex problem because no psychological theory has offered an optimal approach to have the issue fixed. Moreover, the case of unresponsiveness to rewards is due to the brain responsible for motivation failing to be stimulated by incentives. From this standpoint, there is a need to use design thinking overlooking the contemporary motivational theory’s approach. Design thinking, which is sometimes referred to as “thinking out the box,” offers unscientific answers to a complex problem.

Considering the above analysis, the research question can be formulated with regard to the revealed gaps in applied research. Hence, the focus is: How can managers ensure the flexibility of operations as per the market needs by developing effective reward and motivation systems, addressing the problems of all employees on a case-by-case basis? It incorporates the considerations of the harm caused by disengaged workers and the necessity to avoid the feeling of dissatisfaction, which is to be addressed by innovative methods. These aspects are linked to the general atmosphere in the workplace and the possible distractions as common phenomena stemming from this challenge. In this case, design thinking is viewed as more effective than previously used theories, and it is applicable to the described multi-faceted problem by adopting a corresponding methodology.

First, it is critical to conduct a survey among the disengaged employees. It should be noted that some workers do not express their opinions openly. Thus, managers must politely invite them to explain the challenge to avoid exclusion from teamwork. Leaders should ask them if there are significant obstacles and timely resolve them if any. They can be related to overworking and the feeling of not being involved. As a manager, I can solve the problem through delegation or hiring more staff to reduce time spent at the workplace.

Second, taking a genuine interest in workers can boost their confidence. This approach will promote positive attitudes towards managers and make others appreciate the exerted efforts. Hence, leaders must always be careful when communicating with disengaged employees. This method can encourage the teams to work even harder to produce the best possible results. On the contrary, the neglect of this area might lead to gradually deteriorating conditions for workers and their growing resentment.

The way to address disengaged workers’ issues is to set clear goals that they know and fully what they are supposed to work towards. Once they know the goals, they can manage and plan how they would work towards achieving them. Where the goals are complex and confusing, the workers disengage because they feel the task is confusing and time-wasting. Goals not only make employees focused but also, they can easily measure their success. Also, it is good to give workers something to strive for. A comprehensive reward system would enable the disengaged employees to work hard toward achieving the organization’s goals. The manager can create a sense of health competing in the workplace setting, and if it proves effective, it can be replicated to other departments.

Another approach offers flexibility such that a manager can also adapt to workers’ needs and reenergize them. For example, employees who want to work remotely and remain productive can be given a chance to feel valued and work hard to realize the organization’s objectives. Lastly, as a manager, it is good to build trust as those employees respect you. A leader who is not trusted by his juniors can find it challenging to motivate them. Gaining trust sometimes is not easy since it requires integrity, honesty, openness, and transparency. Once disengaged workers learn that their employers can be trusted, it becomes easy to disclose what is ailing them or making them feel unmotivated.

Ethnography

Ethnography can be the best way of understanding disengaged worker individual needs because it provides an in-depth study of people, their habits, mutual differences, and culture. Factors influencing peoples’ behavior at the workplace can emanate from where they stay. Since it is not always allowed to bring issues from home in the workplace, the affected workers remain stressed, thus making it difficult to address their sources of disengagement. Ethnography emphasizes the role of in-depth observation of the issues at hand before suggesting the best way to address the problem. The manager can study how the disengaged work interacts with co-workers and closely monitor whether the root of the problem is from how the organization is treating them or the issue if from home. The benefit of ethnography is that it allows the manager to consider the broad scope of workers’ environment in establishing what could be ailing them. It makes it challenging to respond to rewards.

Case studies stress in-depth analysis of one worker through interviewing to dig deeper into the problem they might be going through, which makes them perform poorly and appear dissatisfied with their work. Just the ethnography, case studies seem to be more informative because it is an interview, the manager can ask other pertinent issues of management which the disengaged employees would have otherwise not easy to disclose during the meetings Merits of mixed methods allow an investigator to view the issues at hand from different angles before deciding on the best way to solve them. People come from different environments, which affect the way they respond to rewards and leadership styles. The disengaged employees might be having varying issues. If the managers fail to understand them well, there is no way they would be reenergized and work hard to help an organization achieve its set goals and objective. The mixed methodology offers the best course of addressing the individual needs when it allows the manager to analyze the root causes of the problem employees are facing before rewarding or motivating them.

Management Research Perspective

In business management, sometimes it becomes challenging to apply a single method to solve a complex problem. It has been established that applied research offers managers a wide range of approaches to solve employees’ challenging issues. From the reading, applied research was defined as a kind of research design to offer solutions to specific management issues affecting society, organization, group, or individual. In essence, applied research is more or less the same as contractual research or scientific method of inquiry because it encompasses practical applications of scientific techniques to issues facing businesses.

I have noted that the journey of applied research methodology in problem-solving entails identifying the issues or complex problems, developing a hypothesis, and then testing the suggested answers through an experiment. This study points out that applied research always employs empirical approaches to find solutions to practical problems in business or management. What has been come out clear regarding applied research is that it resembles non-systematic inquiry due to its direct way of seeking a solution to business or management problems. In other words, applied research can be conceptualized as a typical follow-up research design with the potential to investigate the finding of basic or pure research, either refute or validate the findings and use them to create an innovative solution to a complex problem.

What is interesting about applied research is that it is not confined by theoretical underpinning, which most cases influence how professionals solve the problem. For instance, in this research regarding motivation and rewarding employees, it was established that managers always think motivation is as simple as it may sound, something which is not the case. Motivation is a complex problem, which even the psychological theory such as Maslow’s hierarchy of needs and McClelland’s motivation theory cannot be used to a final lasting solution to all disengaged workers. Applied research can use design thinking, which is always referred to as “thinking outside the box,” to quickly find answers or solutions to the problems.

Some key insights from this assignment are that complex issues research multiple methods when seeking answers or solutions. Managers should also analyze the problems at hand and think beyond theoretical knowledge to find the best solution. The study also demonstrated how design thinking as an approach to problem-solving is best applied to the workplace. In the study, I learn that there is no single motivation they a manager can use to address the individual needs of the employees. However, thinking outside the box is deemed the quickest way of identifying individual needs that must be addressed to reenergize the disengaged employees. Disengaged employees were seen as detrimental to the organization’s success (Kuswati, 2020). For instance, if the managers cannot address their individual, they can negatively influence hardworking employees affecting teamwork.

The readings show the need to carry out comprehensive research before concluding that the problem at hand can be solved with ease or not. For example, it was established that good leadership in an organization positively affects job satisfaction but not performance. Therefore, to get to the bottom of an issue, no matter how simple it might seem, one must test several tentative solutions by conducting research using different methodologies. In such much as the motivation theory failed to give a good approach on how individual needs of employees can be identified, they are informative as far as motivating, and rewarding employee is concerned. The findings from this would always inform my decision as a manager. I will also suggest complex problems to several research methodologies to get to the bottom of the issue before suggesting tentative solutions. Where it is difficult to get a solution would apply design thinking. The best thing about design thinking (thinking outside the box) is that one has to overlook the existing facts when seeking answers to what appears to be a complex problem.

In an organization, it has been established that employees are critical drivers because they determine if the set goals would be achieved or not. Motivation is one way of propelling all the employees to get reenergized. However, finding the best ways to motivate disengaged employees has always been a problem for managers. Many leaders think motivating and rewarding employees is an easy task, which is not the case since the whole concept is complex. The motivation theories that have been in existence for a long time do not offer a comprehensive approach managers can use to address the individual needs of the employees in the workplace setting. Applied research seems to provide the best way of addressing the complex issue of employee motivation. The approach emphasizes using several methods to analyze the issues at hand and identify the simple way to solve them.

There are several things that managers must do when addressing individual needs. First, managers must always use different methods when analyzing reasons why employees get disengaged for addressing them accordingly. Second, there is a need for managers to directly ask disengaged employees the root cause of what is ailing them before rewarding them based on the identified unmet needs. Lastly, using design thinking in the workplace is better because it offers the best solution to the complex problem whereby saving on time and resources that would have been used to motivate disengaged employees.

De Vito, L., Brown, A., Bannister, B., Cianci, M., & Mujtaba, B. G. (2018). Employee motivation is based on the hierarchy of needs, expectancy, and the two-factor theories applied with higher education employees . Web.

Fischer, C., Malycha, C. P., & Schafmann, E. (2019). The influence of intrinsic motivation and synergistic extrinsic motivators on creativity and innovation. Frontiers in Psychology , 10 , 137.

Kuswati, Y. (2020). The effect of motivation on employee performance . Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences , 3 (2), 995-1002.

Martono, S., Khoiruddin, M., & Wulansari, N. A. (2018). Remuneration reward management system as a driven factor of employee performance . International Journal of Business & Society , 19 .

Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance . The Journal of Asian Finance, Economics, and Business , 7 (8), 577-588.

Rybnicek, R., Bergner, S., & Gutschelhofer, A. (2019). How individual needs influence motivation effects: A neuroscientific study on McClelland’s need theory . Review of Managerial Science , 13 (2), 443-482.

Sangaramoorthy, T., & Kroeger, K. A. (2020). Rapid ethnographic assessments: A practical approach and toolkit for collaborative community research . Maryland: Routledge.

Stoyanova, T., & Iliev, I. (2017). Employee engagement factor for organizational excellence . International Journal of Business and Economic Sciences Applied Research (IJBESAR) , 10 (1), 23-29.

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What employees say matters most to motivate performance

The past few years have been a confounding time in performance management. Disruptions of long-standing workplace norms have led many employees to rethink their expectations of employers  regarding remote work, employee burnout, and work–life balance. Compounding these challenges, an inflationary economy and a slower hiring market have put pressure on employers to “do more” with the talent they already have.

Organizations have responded to this volatility by seeking new formulas to motivate talent, including rethinking their approaches to performance management. Of course, tweaking performance management is not new: McKinsey’s prepandemic research  found that most companies had made at least one major change to their approaches in the prior 18 months. But recently, we have seen companies consider more sweeping changes. Some have streamlined goal setting and formal review processes, separated performance and compensation conversations, or simply done away with ratings altogether.

Yet as organizations weigh changes to performance management, it’s difficult to understand what will yield the highest ROI. Leaders are often forced to rely on anecdotal case studies and success stories from others’ experiences to help boost employee motivation to perform. While a plethora of books and articles have been published on the topic in recent years, a “data desert” remains, with a lack of quantitative insights derived from what employees say most inspires and motivates them.

McKinsey’s 2024 performance management survey

Our survey of more than 1,000 employees across the globe sought to shed light on what matters most to employees and offer a new fact base for employers to weigh varied performance management methodologies (see sidebar, “McKinsey’s 2024 performance management survey”). We tested a range of options to understand employee perceptions, including approaches to goals, performance reviews, ongoing development, and rewards.

The survey responses in some cases confirm what intuition has long suggested. In other cases, responses indicate ways to tailor performance management to the unique needs of an organization. Overall, the responses point to essential areas of focus as organizations weigh performance management redesigns. New data helps to better identify options most worthy of investment, based on sources of employee motivation.

A consistent and clearly articulated performance management framework wins the day

The most resonant overall survey finding was this: performance management is most effective when it features strong, consistent internal logic that employees understand.

In recent years, some companies have shifted away from results-based performance management goals and metrics in favor of measures that balance what an employee achieved with how they achieved it. The rationale is partly to make employees feel they are assessed in a more holistic way that considers external factors that contributed to their ability to deliver on a result. The holistic approach also measures how well employees adhered to company cultural norms and leadership expectations. However, the survey results revealed that respondents did not view results-based assessments particularly negatively. Instead, what worked less well were systems without clear and easily understood structures, which respondents viewed as significantly less motivating and fair.

These findings stress that when it comes to building the overall framework for performance management, consistency and simplicity win the day (Exhibit 1). Approaching each element of performance management separately had a lower effect on motivation to perform. Instead, the way the four pillars work together made a difference for respondents. Approaches with a coherent, connected framework across goal setting, performance reviews, feedback, and rewards correlated with the highest motivation to perform. Each company can design a fit-for-purpose approach tailored to the needs of its organization , ensuring core elements are well connected and articulated to employees.

Goal setting has impact when goals are measurable and clearly linked to company priorities

Goal setting has long been accepted as a critical tool for improving performance. The survey puts some hard data behind the decision to invest time and energy into goal setting: 72 percent of respondents cited it as a strong motivator. However, the “what” and “how” of setting those goals are less definitively understood. The survey results shed light on both questions.

What makes an effective goal? The survey revealed that employees felt more motivated when their performance goals included a mix of both individual and team-level goals and when their goals were clearly linked to their company’s goals. Respondents also reported feeling more motivated by goals that felt measurable (Exhibit 2).

However, the survey also suggests that just as important as the content of a goal is the process by which it is set. Employees tended to be more motivated and perceive the performance management approach as fair when they were involved in the process and the goals were updated throughout the year to align with team and company priorities.

These findings suggest high ROI when managers spend time throughout the year counseling employees on updates to align goals with current business priorities and articulating the connection between individual and team goals.

Performance reviews with skilled managers are crucial to employee performance

As employers meet evolving employee expectations, many have rethought their approaches to performance reviews by focusing on changes to ratings. Some have shifted from numerical scales (for example, one through five) to word-based systems (for example, from “underperforming” to “exceeds expectations”) or have done away with ratings altogether.

But the survey showed that different ratings scales (for example, those that measured results versus behavior) yielded negligible differences in how much motivation employees reported.

There was also no significant difference between receiving no rating and receiving a rating on a two-point scale (such as a “pass or fail”) or a three- or five-point scale.

Instead, the survey responses suggest employers may be overemphasizing ratings frameworks and overlooking the criticality of how ratings are given. Our survey indicated employees were significantly more motivated by performance reviews when they were offered by a skilled manager and reflected the individual achievement of a performance goal. This was especially true when managers were involved in setting goals and, therefore, well informed when it came time to assess performance (Exhibit 3).

Investments in manager training to foster meaningful development discussions pay dividends

The survey data also shows how big a difference ongoing development discussion outside the review cycle can make. Only 21 percent of respondents who had no development conversations felt motivated by their companies’ performance management, compared with 77 percent of those who received ongoing feedback.

When it comes to providing feedback, manager training is critical, given that nearly 25 percent of survey respondents said their managers or feedback providers did not have sufficient skills or capabilities to conduct their performance reviews. At large companies (with 10,000 to 50,000 employees), 34 percent of respondents cited this lack of skills. Large companies in particular could designate more power and resources to middle managers —traditionally the most passionate and capable coaches within an organization.

But how can employers empower managers without creating excessive workloads? Because both managers and employees often find the process of providing and receiving feedback taxing , some companies try to limit these exchanges to only once a year. However, given the decisive benefit of regular feedback that our survey revealed, a better approach may be to equip managers with the right tools. Generative AI can make it easier for managers to deliver better feedback —for example, by synthesizing insights from the colleagues who work closely with an employee.

Rewards that include nonfinancial incentives provide a boost

Money matters, of course. But the survey also suggests that, as work–life expectations continue to shift, nonfinancial rewards, like opportunities for upskilling or professional development, can play an increasingly important role in performance management strategies.

The survey showed a strong relationship between employers’ use of both financial and nonfinancial rewards and employees’ perceptions of their personal motivation and performance improvement. The survey also shed light on a unique distinction: employees were more likely to perceive that their organizations’ performance management systems were improving company performance overall when nonfinancial rewards were used. Taken together, these findings suggest that nonfinancial rewards can serve as a critical booster for the success of a cohesive performance management system (Exhibit 4).

Previous McKinsey research has found that nonfinancial incentives should appeal to five sources of meaning : society, client, company, team, and self. These findings align with abundant social science research. 1 Jena McGregor, “What companies get wrong about motivating their people,” Washington Post , November 25, 2016.   Nonfinancial incentives could include an immediate manager’s praise, a step-up opportunity to lead a high-profile project, greater autonomy, or more workplace flexibility.

Nonfinancial incentives, like other aspects of an effective approach, should be both frequent and explicitly tied to desired behaviors. They can be used to reward progress toward large, company-wide goals; small, private goals specific to individual employees; or career moves, among other things. Thoughtful deployment of these rewards can help reinforce elements from across the four pillars of a cohesive system.

Economic volatility and shifting workplace norms have sparked many employers’ renewed interest in creating the right performance management formula. Our survey suggests that cohesive overall design and effective execution are the most important focus points.

As organizations consider their approaches across the four performance management pillars—goal setting, performance reviews, ongoing feedback, and rewards—we urge them to pay close attention to the “what” and the “how” to motivate and inspire employees.

Asmus Komm is a partner in McKinsey’s Hamburg office; Brooke Weddle is a senior partner in the Washington, DC, office, where Vivian Breaux is an associate partner; Dana Maor is a senior partner in the Tel Aviv office; and Katharina Wagner is an associate partner in the Berlin office.

The authors wish to thank Karla Martinez and Katherine Boorstein for their contributions to this article.

This article was edited by Katy McLaughlin, an executive editor in the Southern California office.

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--> Employee Motivation Essay

Employee motivation can be defined as the level of commitment, creativity, and energy that the workers of a given organization bring to their occupations. An organization’s management team must be concerned into motivating her employees irrespective of whether the organization’s economy is deteriorating or growing. Sometimes it becomes a big problem for small business to motivate employees. The owner of the small business has spent a number of years building his own organization and sometimes finds it hard to assign meaningful duties to others. Entrepreneurs should be very mindful of the unexpected difficulties which come about as a result of low employee motivation on their small business. They should bear in mind that without motivating employees their organizations will collapse completely even if they have invested a lot of money in building these organization. These problems which may result due to lowly motivated employees include disinterest, complacency, and sometimes widespread discouragement. Different types of employee motivation strategies are to be discussed into detail (Bruce, 2006).

It is possible that small business and organizations can give a favorable environment which allows for employee motivation. For example, an organization which allows her employees to observe the outcomes of their hard work directly and where there is a visible and swift feedback. A smoothly motivated and working work force gives the owner of the organization free time which he needs for daily chores to think about the organization’s long-term development. Emotional and tangible rewards can consequently bring about retention of suitable employees. Most individuals prosper in the environments of creative work with the intention of trying to make a positive difference. Usually the work outcome itself will bring about a feeling of achievement only if well-integrated motives and realization programs can underscore this great and positive consequence (Griffin, 2007).    

There are many approaches that are used to ensure motivated employees one of which being the add-ins usually accompanying an individual’s job and these have been found to be the primary factors towards improving performance in many organizations. The continuous mixes of employee’s welfares, for example life insurance, healthcare, profit sharing, exercise facilities, employee stock ownership plans, availability of childcare, plans for meal being subsidized, and employees allowed to use the organization’s cars as the means to commute to and from workplace – have been employed by organizations in their attempts to ensure that the employees are happy, since happy employees are believed to be motivated (Bruce, 2006).

Most of the modern theorists argue that employees are not so much motivated due to material rewards but are motivated by the design of the specific jobs they do. It has been seen that highly simplified and segmented jobs bring about diminished morale and output of employees. Employee high turnover and absenteeism constitute other negative consequences due to low motivation of employees which become very costly for an organization. Because of the costs that organizations incur, initiatives of job enlargement began pop up in major organizations. It is true that the terminology concerning employee motivation changes but the tenets of the motivation remain constant. The buzzwords today consist of quality circles, empowerment, and teamwork. Empowerment encourages autonomy and enables an employee to be the owner of ideas and achievements, whether acting in teams or alone. Quality circles as well as teamwork in the work environments enable the employees to reinforce the significance of the work achieved by members and at the same time receive feedback concerning the efficaciousness of the particular job (Griffin, 2007).

Generally, most of the small businesses or organizations experience shortage of resources such that they might not be able to enact formal motivation programs for employees. However, irrespective of this shortage of resources, managers can be able to achieve the same fundamental principles and ensure that employees are equally motivated. So that the employees are encouraged to realize that their jobs are important and that their participation is of value to the organization, the owners for the small business are supposes to communicate the purpose and aim of the organization to employees. The type of communication used in this case should comprise form of words and actions. It is advisable for the owner of a small business to set high standards of performance for employees and continue being their support incase the goals cannot attained. It is also of great importance to allow employees enough flexibility and autonomy in performing their specific tasks. With small business, creativity should be encouraged provided honest mistakes are rectified but not punished. The vision of the employees to a given organization should be incorporated with the vision of the small business owner as this will encourage employees contribute to the goals of the small business and at the same time assist in the prevention of stagnancy in its purpose and direction (Bruce, 2006). 

Employers use varied methods of motivating their employees. Some strategies for motivation seem to be preferred over others within different organization in the world business environment. The best efforts for employee motivation will centre on what is deemed to be significant by the employees. There is a possibility that within a particular department of an organization, different employees will require different motivators. Today, most of the organizations have realized that flexibility in a job design as well as reward systems has brought about increased longevity of employees with the organization, increased employee morale, and improved productivity (Bruce, 2006).

Monetary incentive is one of the strategies used in encouraging employees to better work within an organization. For the varied and best motivators, money incentive still takes a good place within the mix of motivators. Employees are motivated by sharing a company’s profits, and this encourages employees to produce high quality product, ameliorate the production process in the company, and enable the employees to carry out a quality service. It has been seen that, those factors which benefit the, directly benefit employees. Employees are given the monetary incentives to encourage the generation of process-improving or cost-saving ideas, reduce and do away with absenteeism, and to promote productivity. It is true that money is very effective if it is tied directly to an employee’s achievements or ideas. However, the money incentive should be coupled with other motivators which are non-monetary since its effects of motivation last for a short time. Monetary incentives have been proven counterproductive incase they are not availed to each and every member of the particular organization (Church & Heumann, 1992).  

Studies have shown that, the most efficacious motivators of employees are the non-monetary motivators. The monetary motivators are seen insufficient since the expectations are outweighing the results and as well the difference in the distribution of the incentives to the employees can bring about disunity within the employees. The best non-monetary incentives that have been proved promote team spirit and comprise responsibility, advancement, and recognition. Those managers, who realize employees’ small wins, encourage participatory environment, and handle employees with respect and fairness, always have their employees highly motivated to perform tasks effectively and efficiently. Rewards such as time off from the job, self-respect, increased personal fulfillment, and letters of recommendation have been found to be the most efficacious rewards (Griffin, 2007).

Allowing employees acquire more knowledge by further studies regarding their current positions, motivates them towards performing effectively and efficiently. If employees are provided with the opportunities and tools to achieve more, most of them will indubitably accept the challenge. Organizations motivate employees to accomplish more by devoting a continual improvement of employee skills. Employee programs such as licensing and accreditation are becoming very popular and very effective in encouraging the growth in employee motivation and knowledge. It has also been found that, the programs enable employees to develop positive attitudes toward the organization and its clients, and at the same time strengthens employees’ self-confidence. All the knowledge and skills gained can now be applied to the specific task that is to be accomplished and therefore it’s of great significance to acquire more knowledge concerning the position one is currently occupying in an organization (Bruce, 2006).

Empowerment is another motivation strategy that in employed by organizations to bring about encouraged employees. Empowerment of employees can be brought about by giving employees a decision-making authority and responsibility to take control over the tasks in a particular organization and get equipped to carry out the tasks effectively. This results into diminished feelings of frustration that come about due to one being held accountable for what he or she does not have the suitable tools to carry out. In this way, energy gets directed toward improved task achievement.

Encouragement of innovation and creativity also motivates employees to perform well in their tasks. In many companies, it has been found that employees with creative and innovative ideas do not show them to the management fearing that they will be ridiculed or ignored. Incase the power to create within an organization is downed from the top until the line personnel, those employees who understand the job, service, or product best, are allowed the opportunity to employ their ideas to ameliorate it. This power to create gives a lot of encouragement to the employees, and it benefits the organization because of more flexible personnel by using the experience and knowledge of its employees. This brings about increased exchange of information and ideas among the organizations’ departments and employees. The improvements can enable the organization to realize and respond faster to potential market changes and therefore it will be at a better position in the marketplace (Griffin, 2007).  

It is very important for employers to ensure quality lives of their employees if they are aiming at increased and quality production in their firms. This can be observed from the perspective of the number of hours the employees are going to spend in a daily basis to carry out the specific tasks effectively. For example in America the number of hours spent at work is tending to increase and most of the families have both parents working these long hours. In this case, most workers get discouraged since they cannot satisfy the needs of their lives outside the workplace. Indubitably, the productivity and morale of employees considerably reduce hence reducing the organization’s daily profits. Most companies have instituted alternative work arrangements and therefore have motivated their employees whose productivity has greatly improved.

Griffin (2007) defines alternative work arrangements as the employment arrangements particularly arranged by a given employment intermediary especially, at the place of work where time, quantity of work, and place are potentially not predictable. These arrangements enable the employees have a work schedule that is more variable as compared to the 8-hour workday that is considered to be standard. Men and women can be allowed to balance their work as well as their personal commitments for example community, family, professional development, education, religion, and other wide-ranging interests.

Employees benefit from the alternative work arrangements as they experience flexible work schedules, telecommuting, compressed work weeks, and job sharing. Employees are allowed to freely select the suitable hours they will work; they experience reduced travelling costs as one can choose the appropriate time of reporting to work as well as when to get out of work place, for instance the time when there is no traffic jam, and this is important for employees who are entrepreneurs since they can be able to monitor their own businesses usually when they condense the working hours at the work place. Telecommuting is another benefit to employers as they can carry some of the duties from their places of residence by using communication equipment such as computers and telephones. This reduces the travelling costs and as well allows the employees to monitor their own businesses back at home.  Employees are allowed more time for their family responsibilities and they are also given opportunities that they need for their own professional development. Employees also experience some problems due to alternative work arrangements such as feeling of alienation and isolation from co-workers; the supervisor can easily abuse the workers; there is lack of pensions, benefits, and advancement opportunities (Reich et.al 1995).

Employers also benefit from the alternative work arrangements as their firms will have increased employee retention; their firms will experience higher and efficient productivity; employee tardiness will decrease; recruitment of highly dependable employees will get improved; staff turnover is reduced; there is maximum use of equipment and facilities, employees’ loyalty and morale is encouraged; and reduced absenteeism due to personal appointments, illness, or vacation is experienced. Employers can also experience problems with alternative work arrangements, for instance, they experience increased administration and training costs to train employees; some managers’ attitudes concerning traditional working arrangements, may be difficult to change hence they end up being uncomfortable; it may be difficulty to supervise the staff members; and the responsibilities of employees may reduce (Bruce, 2006).

There are a number of factors that influence organizations to take the option of alternative work arrangements. These factors include the desires, expectations, and needs of employees for increased work flexibility; fuel consumption and increased fuel costs due to commuting, and the associated carbon footprint wallop; and the restrictive wallop of the 2008-2009 economic depression concerning job opportunities. Work flexibility can be met by flextime arrangements as the employees are given a chance to choose their appropriate working hours. Telecommuting address the problems with fuel consumption since the employers will be operating from their homes using communication equipments such as computers and phones. This reduces the consumption of fuel and hence less cost will be incurred. Less fuel consumed results into reduced carbon emission hence reduced carbon footprint impact (Reich et.al 1995).

It is very important for availability of alternative work arrangements to employees within United States be mandated by law since it has been found that the advantages outweigh the disadvantages. Their will be increased productivity since the employees’ morale and loyalty will be encouraged. Employees will experience reduced fuel consumption and hence less costs as they will be operating from their homes using the communication devices for example telephones and computers. 

An organization’s management team must be concerned into motivating her employees irrespective of whether the organization’s economy is deteriorating or growing. Most of the small businesses or organizations experience shortage of resources such that they might not be able to enact formal motivation programs for employees. However, irrespective of this shortage of resources, managers can be able to achieve the same fundamental principles and ensure that employees are equally motivated. So that the employees are encouraged to realize that their jobs are important and that their participation is of value to the organization, the owners for the small business are supposes to communicate the purpose and aim of the organization to employees. The type of communication used in this case should comprise form of words and actions.

Studies have shown that, the most efficacious motivators of employees are the non-monetary motivators. The monetary motivators are seen insufficient since the expectations are outweighing the results and as well the difference in the distribution of the incentives to the employees can bring about disunity within themselves. The best non-monetary incentives that have been discovered are seen to promote team spirit and comprise responsibility, advancement, and recognition.  

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102 Employee Motivation Essay Topics

🏆 best essay topics on employee motivation, ✍️ employee motivation essay topics for college, 🎓 most interesting employee motivation research titles, 💡 simple employee motivation essay ideas, ❓ research questions on employee motivation.

• Lack of Employee Motivation at the XYZ Company
• Microsoft Company: Employee Motivation and Retention
• Employee Motivation and Retention in Microsoft Corporation
• Hilton’s Career Development and Employee Motivation
• Employee Motivation: Rewards and Incentives Role
• Employee Empowerment and Its Benefits for Business
• Employee Motivation and Promotion
• Employee Motivation Meeting: Planning and Organizing The meeting “Motivating and Encouraging Newly-Hired Employees” will be held in a conference room. It is aimed at employee retention within the company.
• USA Motors Company’s Employee Absenteeism and Incentives The research offers a plan for reducing employee absenteeism, causes for the failure of a paid absence plan, and gives advice to USA Motors.
• Healthcare Centers Employee Benefits and Compensation Although Iroquois Healthcare, Albany Medical Center, and Beth Israel Deaconess Hospital as nursing organizations share vision and missions, the employee benefit differ significantly.
• Employee Motivation: Service Quality in Higher Education Institutions Workers can motivate themselves in various ways, such as internal motivation, goal-setting and self-reflection, and continual training and education.
• BHP Company’s Employee Incentive Systems The BHP Company owes its success to a competent human resources strategy – the correct selection, recruitment, training and retention of highly motivated people.
• Employee Motivation and Reward in Entrepreneurial Firm Successfully run organizations need the contribution of their employees. For efficient employee performance, a proper system of employee motivation and rewards should be in place.
• Employee Motivation: Finding Effective Methods Employee motivation is a critical component in the workplace. However, this is not the most straightforward aspect to perform, as it has several challenges.
• Employee Motivation in Secondary and Tertiary Sectors This paper seeks to analyze the concept of motivation and examine how it is differently applied in secondary and tertiary sectors.
• Employee Motivation and Minimum Wage This paper critically discusses theories of employee motivation and evaluates the argument for and against the national minimum wage.
• Employee Benefits and Compensation Comparison Employee benefits and compensation are both ways of giving rewards and remuneration to members of staff and catering for their wellbeing while still underemployment or when under retirement.
• As Work Changed in 2021, Employee Pay and Benefits Stepped Up by Miller This article is highly relevant to my Human Resource Management class, as we discuss the importance of compensation and benefits in attracting and retaining talent.
• Employee Motivation and Organizational Behavior The paper discusses the influence of employee motivation and relevant appraisal techniques on organizational behavior. It implies using a qualitative design.
• Employee Motivation and Incentives The issue of employee motivation has been under research for a sufficient period for developing a variety of topic-specific theories and frameworks.
• Employee Motivation: Monetary and Non-monetary Motivators Keeping motivation in workers is oneself is critical skill in any leader as self-motivation translates to employee motivation, and employee motivation translates to productivity.
• Key Employee Benefits in the Healthcare Sector Besides remuneration and health cover, firms can offer benefits depending on the sector, availability of resources, the employees’ needs, and the the employer creativity.
• Creating a Healthy Work Environment: Employee Benefits Brochure The brochure emphasizes the core structural components that secure and regulate the work of nurses in the organization.
• Bims Inc.: Case Study. Employee Motivation When it reaches a point of employees not giving a damn about losing there job, it is a clearly indication that an effective enhancing-motivation program is necessary.
• Employee Benefits Plan and Design for BAE Systems The core of theoretical literature describes different problems and issues related to benefits system and support policies followed by modern organizations.
• Employee Motivation and Pay Plans Management role is characterized to address the objectives to be achieved with the involvement of employees in assessing the motivational factors impact in each situation.
• Employee Benefits as a Company Policy Most of the companies strive to gain more profits in financial prospect – and that is right when referring to the extent of the main value for the employer.
• Employee Motivation: Rewards, Goals, Empowerment It is important to enhance the motivation of the employees in an organization in order to attain the objectives of the firm.
• Employee Motivation: Self-Directed Work Teams Individuals assigned to such teamwork intensively to achieve this common goal and are assumed to have the skill set required to complete their job.
• Employee Motivation and Involvement Types The buy-in is considered crucial as it also encourages employees to care about the vision and mission of the company and not just the money they are getting paid.
• Employee Benefits in Today’s Work Environment Subsidized meals at the company will be appealing because they provide an immediate cost-saving benefit to the potential employee.
• Employee Union and Productivity Incentive Plans The need for incentive rewards as a form of promoting quality and productivity has made companies across the global village to adopt different incentive plans.
• Employee Subsidies, Benefits and Workplace Safety Workplace incidents are of great concern to the owners of businesses who want to minimize the risk of hazards that can imperil the life and health of employees.
• Employee Motivation at the Public Library The paper reports on a management consultancy of an acquisition librarian in a small public library. The key problems were low motivation and slow decision-making.
• Employee Compensation and Benefits Package This paper develops a comprehensive employee compensation and benefits package for a secretary of the human resource department of an ice cream company in Brooklyn.
• ABC Healthcare Organization’s Employee Benefit ABC healthcare organization provides its employees with affordable and competitive benefit and compensation package.
• Maslow’s Hierarchy of Needs as a Way of Understanding Employee Motivation
• Employee Motivation and Its Role in Modern Management
• What Is the Best Motivation for Workers – Salary, Job Satisfaction, or Helping Others?
• Factors Affecting Employee Motivation Towards Employee Performance
• Leadership Models and Its Connection to Employee Motivation in Google Company
• Employee Motivation and Organizational Impact of Innovation on Employee Satisfaction
• The British Airways Strikes Effects on Employee Motivation
• Fitness Industry and Employee Motivation From a Manager’s Perspective
• Tough Economic Times: The Impact on Employee Motivation and Morale
• Employee Motivation: Implementing McClelland’s Three Needs Theory
• Work Environment and Employee Motivation to Lead: Moderating Effects of Personal Characteristics
• Comparison Between Public and Private Companies: Whose Employees Are Motivated Better?
• Individual Approach to Employee Motivation: Is It Worthwhile?
• Gaining Market Shares Through Employee Motivation
• Employee Motivation, Recognition, Rewards, and Retention: Kicking It Up a Notch
• How Employee Motivation and Productivity Get Affected by Gender
• Employee Motivation: What Needs to Be Done
• Wage Equity and Employee Motivation in Nonprofit and For-Profit Organizations
• How to Motivate Team Members to Achieve Their Goals
• Employee Motivation as a Crucial Aspect in the Job Environment
• Techniques of Improving Employee Motivation Depending on the Goal of the Company
• Employee Motivation and Its Impact on Organizational Performance
• Does Employee Motivation Drive an Organization?
• Employee Motivation and Turnover in the Workforce
• Money: Is It the Best Way to Motivate an Employee?
• High Compensation Pay Will Influence Employee Motivation
• Extrinsic and Intrinsic Factors Influencing Employee Motivation
• How Internal Employee Motivation Can Be Encouraged
• Priority Distribution Method for Employee Motivation Business
• Employee Motivation: Create and Maintain Synergistic Teams
• HRM and Small-Firm Employee Motivation: Before and After the Recession
• Employee Motivation From Performance Measurement and Compensation System Management
• Relationship Between the Psychological Contract and Employee Motivation
• Strategies of Employee Motivation That Don’t Include Money Rewards
• Increasing Employee Motivation Through Intrinsic Rewards
• Employee Motivation, Recruitment Practices, and Banks Performance in Nigeria
• Organizational Behavior: Improving Employee Motivation in Hyperstore
• The Need for Employee Motivation in Mexico Commerce
• Employee Motivation Through Leaders’ Emotional Intelligence
• Risk Sharing and Employee Motivation in Competitive Search Equilibrium
• Methods of Keeping Employees Motivated in Stressful Times
• How Does Compensation Affect Employee Motivation?
• What Are the Factors Affecting Employee Motivation?
• Is Training a Form of Employee Motivation?
• How Does Employee Motivation Affect an Organization?
• What Is the Biggest Impact on Employee Motivation?
• How Do Reward Schemes Provoke Employee Motivation?
• Why Is Employee Motivation So Important for Performance?
• Does Employee Motivation Impact Organizational Behavior?
• Who Is Responsible for Employee Motivation?
• What Are the Drivers of Employee Motivation?
• Is HR Responsible for Employee Motivation?
• What Can HR Managers Do to Increase Employee Motivation?
• How Does Employee Motivation Affect the Workplace?
• Can Employee Motivation Improve Quality Performance?
• What Causes Low Employee Motivation in the Workplace?
• Does the Work Environment Affect Employee Motivation?
• What Are the Barriers to Employee Motivation?
• Why Is Employee Motivation Important in a Team Environment?
• How Does Pay Equity Relate to Employee Motivation?
• Is There Relationship Between Training and Employee Motivation?
• How Does Transformational Leadership Influence Employee Motivation?
• What Is the Relationship Between Morale and Employee Motivation?
• Is Quality Influenced by Employee Motivation?
• What Are the Theories of Employee Motivation?
• How Many Employee Motivation Theories Are There?

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Employee Motivation Essays Examples

Type of paper: Essay

Topic: Workplace , Employee , Employment , People , Organization , Shine , Management , Productivity

Published: 12/04/2021

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Every employer dreams of having employees who put their best in every service that they offer to their organizations. However, achieving this is attributed to good employee management. This management includes intentional actions by the employer to encourage employees to give out their best. Most of these actions are psychologically inclined and have therefore needed relatively good psychological knowledge. To this effect, researchers and psychology experts have published literature materials that help boost workplace productivity. This paper is a descriptive essay based on Edward Hallowell’s book shine that elaborately a list of potential connective steps that enhances employee productiveness. One of the listed steps is praising others freely and genuinely (Hallowell, 2011). I agree with this measure put forward by the author mentioned above. This step is in the domain of appreciating everyone’s effort and public acknowledgment of their achievements among others. Every individual thrives well when appreciated. Appreciation acts as motivation for hard work. When an employee knows that whatever they are doing will be appreciated and seen as important, they are motivated to do it better. This principle has even been applied by teachers and parents to encourage their students and children respectively to do better next time. When people are freely praised they gain confidence before their colleagues inspiring them to do much more. Appreciation even of the little things makes employees feel like they are participating in the overall success of the company or organization. This feeling propagates teamwork that allows the employees to own the visions and missions of the organization individually. The two steps that I feel can significantly impact my workplace positively are noticing and acknowledging people and encouraging people to reach out(Hallowell, 2011). I would implement the first step by organizing interactive forums to introduce the employees to the employers. Employees can also be noticed by giving departmental awards within the company. Implementation of this step leads to employee motivation as they feel a sense of belonging to the organization. I would also implement the second mentioned step by organizing out of the office events, such as games. These extra office activities will allow employees to interact at a personal level. This interaction will also encourage them to reach out to one another. Teamwork becomes easy when employees communicate freely and reach out to another. This reaching out will also result in healthy competition between employees that will enhance their productivity.

Hallowell, E. (2011). Shine: Using Brain Science to Get the Best From Your People. Harvard Business Review Press.

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Concept of employee motivation, concept of employee job satisfaction, cause of problem, theoretical causes of problem.

• Job satisfaction and Dissatisfaction
• Emotions and Moods
• Motivation Concepts

Initiatives of Thomson Reuters for Motivating Employees and creating Employee Job satisfaction

Flexibility to perform, careers without boundaries, the chance to innovate, learning and development opportunities, your wellbeing, employee networks.

• Asian Affinity Network
• Black Employee Network
• Early Careers Network
• Global Disability Employee Network
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Staying curious

Learning something new, a great work environment, having flexibility, strong values, rewarding challenges.

• Stephen P. Robbins, Timothy A. Judge, Neharika Vohra(16a). Organizational Behaviour
• K Aswathappa. Human Resource Management
• Walton, R.E., (1975). Criteria for Quality of Working Life. In Davis, L.E., Cherns, A.B. and Associates (Eds.) The Quality of Working Life, The Free Press, New York, NY, 1: 91- 104.
• Donald P. Moynihan, Sanjay K. Pandey. Finding Workable Levers Over Work Motivation: Comparing Job Satisfaction, Job Involvement, and Organizational Commitment Administration & Society, vol. 39, 7: pp. 803-832. , First Published Nov 1, 2007

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Employee Motivation Essay Example

Every business is expected to yield profit. However, raising profits can only be possible if the managers and workers perform their duties with their best efforts towards achieving a common goal. A workplace where the employers and employees are dedicated to their work and meet their deadlines without being supervised can score better proceeds. In the competitive business world, each organization yearns to succeed and improve the quality of its services and raise performance levels. Employee motivation is what makes an employee willing to improve personal performance and effectiveness, resulting in the provision of the high-quality outcome at the workplace (Berrin & Bauler 182). It is divided into intrinsic motivation (internal factors), such as a feeling of enjoyment brought by the work, and extrinsic motivation (external factors), such as rewards. This paper will research on employee motivation types, factors affecting it, its importance, and techniques applied in motivating employees.

Types of Employee Motivation

Intrinsic motivation is a feeling that comes from within a person. It is self-driven and comes from the inner feeling of an individual rather than being imposed by someone or being triggered by a particular reward (Kovach 59). When a worker feels motivated by the work, it is referred to as intrinsic motivation. It is the job itself that motivates a person, especially when it is enjoyable and includes an understanding of the reasonable goals. One can be intrinsically motivated by the work environment. For example, if the environment is favorable, an employee is more likely to feel at peace with the work thus driving him/her to work even more. On the contrary, if the environment is unfriendly, the employee is more likely to be discouraged to work. In fact, he/she will not like the idea of going to work. Intrinsic motivation may be generated through job satisfaction. Most employees feel gratified with their job when they are permitted to have control and liberation and to contribute to innovations on their job. Intrinsic inspiration can also be prompted by an environment that emboldens the exploration and learning. Intrinsic motivational factors can be accomplished by job design that encompasses job simplification, job rotation, job enlargement, and job enrichment.

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Extrinsic motivation is a type of motivation that is affected by the external factors to self-motivate an employee (Kovach 62). These factors usually drive an employee to reach a particular goal either willingly or unwillingly. They originate from the management, and the employees can either react to them positively or negatively. Thus, employers should use external motivators that generate a positive response from the workers. The examples of these factors are punishments and rewards system. When a punishment is set for not achieving a particular target, employees tend to do their best to hit the target. Likewise, when a reward is given to those workers who meet an objective, they will be motivated to work harder to reach the target and get the award. However, in some cases, a punishment produces a negative result; for example, some employees may cheat in their results when they are given a precise target to achieve, making the organization calculate its performance rate on false information. This information will include data that supports the improvement but no financial proceeds to support it.

Employee motivation is important because it facilitates the sustainability of the business organization by enhancing its improvement. Without motivation, whether intrinsic or extrinsic, it will be challenging for a business to succeed and prosper in the future. Thus, a key to the development of any company is motivation. People cannot be forced to work well but rather be motivated to perform better than before.

Employee Motivation Techniques

The following are techniques used to create and increase motivation of employees: fashioning a positive work environment, celebrating achievements made by employees, offering job security, providing incentives, training, surveys on employees, and promotions to best performers, and, lastly, sharing profits with the workers. A positive work environment motivates the employees because they feel free, comfortable and welcomed at the workplace. Promoting teamwork and sharing of ideas between employers and employees result in enhanced job performance (Berrin & Bauler 223). Bonding is necessary at the workplace because employees will learn to work together to achieve a common goal and promote healthy competition among workers. A manager should be a good mediator when a conflict arises at the workplace and eradicate conflicts as soon as they arise. As much as teamwork creates a positive work environment, employees should be reminded to work independently to perform their assigned task.

Recognizing and celebrating achievements made by the workers motivate them to perform better than before (Berrin & Bauler 228). Naturally, people like to be recognized for their achievements; the same regards a workplace setting. Awarding workers with the certificates of accomplishment, vacation days, and employee of the month or year titles, giving trophies and gift vouchers are ways of recognizing and celebrating the efforts of the employees. When an employee is honored and known for an excellent work done, he/she will be motivated to do their best. However, if his/her achievements are not recognized, they will be discouraged because their efforts have not been celebrated. There is no need to make a success if you are not going to be known for it.

Setting goals to be achieved by the end of a specified time gives an employee a reason to strive to attain a particular target (Berrin & Bauler 237). Professional goals encourage competition between workers thus motivating them to reach a particular objective. However, the goals should be reasonable that is an employee can achieve that. When goals are not set, it is difficult for employees to know what is expected of them; thus, they will feel relaxed at their job. On the contrary, when a goal is set, they are made aware of what is expected of them. Setting specific goals and time limits will motivate the employees.

Incentives boost employee motivation because when an incentive is put in place, it lures the employees to work harder and smarter (Berrin & Bauler 255). Those include cash prizes, gift cards, parking spot and office space. Employees are more likely to be motivated if their efforts are rewarded.

Conducting surveys to get feedbacks on how employees feel about the management if they face any problems will provide possible solutions to the problems. This technique can determine if there is a barrier in the workplace and allows the managers to solve the problem. If there are no barriers in the workplace, employees will be motivated to work because there is a peaceful co-existence (Berrin & Bauler 228). A survey can be facilitated with questionnaires. These questionnaires should be filled by employees anonymously for the protection of their identification and making them feel free to share their feelings and ideas.

A promotion granted on performance motivates employees to perform better. When an employee sees a reward or promotion for good job performance, they will be motivated to work their best. When one worker sees his/her co-worker being promoted because of performing well in his/her duties, he/she will be motivated to do the same to get a promotion (Berrin & Bauler 250). Promotions come with a monetary increase in the salary, bigger office and better rank in the office. Acquiring a status through the promotion motivates the promoted employee to work at his/her best not wanting junior workers to think that their senior employee cannot handle the assigned new tasks. It also encourages other employees to copy the behavior of the promoted employee to achieve the same success.

The managers should motivate their employees by encouraging them to get more knowledge by sending them to seminars and workshops. This technique enables the employees to acquire new knowledge that helps them advance in their job. Training is very important because it ensures that employees are knowledgeable about new technology or any new way of performing a job. New work is made easier after undergoing a well-constructed training; the training also works as a refresher course for the profession (Berrin & Bauler 262).

Providing job security also motivates the workers to work better. A worker who is at a company that offers job security is calmer, relaxed and has trust in the business, unlike an employee who is working in an organization with no job security. An employee has faith in an organization where job security has been offered hence will do what is expected of him/her by the employers (Kovach 64). Unlike an employee who has no job security, whose managers may dismiss him/her any time they wish too, he/she will always be anxious and tensed because of being unsure at which point the employment will be terminated whether he/she works at his best or not.

Sharing of the company’s profits is also another way of motivating the employees (Berrin & Bauler 259). When the profits of a corporation are reflected in the employee’s salary, it will make him/her want to get more profit for the company to earn more. The more profits they make, the more money they get. That is salary plus profits made by the company. Financial gains mostly motivate employees. When they release an input, they expect an output to them by the management.

Theories of Employee Motivation

These theories support the techniques of motivating the employees and are divided into process and content theories. Motivation content theories concentrate on the exact thing that motivates an employee (for example, Maslow’s Hierarchy of Needs, McClelland’s Achievement Motivation, Herzberg’s Two Factor Theory, and Alderfer’s Modified Need Hierarchy) while process theories look at how behavior is instigated and sustained; they include Vroom Expectancy Theory and Adam’s Equity Theory.

Herzberg’s Theory is also referred to as Hygiene Theory. It is a two-factor approach that states that two different factors influence satisfaction and dissatisfaction (Herzberg, Mausner, & Snyderman 288). Herzberg ’names the factors that influence dissatisfaction as dissatisfiers (maintenance and hygiene factors) while factors that influence satisfaction are called satisfiers or motivators. Dissatisfiers include working conditions, policies, job security, and status while satisfiers include recognition of achievements, responsibilities, and growth. Dissatisfiers do not have the same impact on job satisfaction but rather influence job dissatisfaction. These factors will not motivate an employee, but their absence in a workplace will influence job dissatisfaction (Berrin & Bauler 188). To motivate workers effectively, the management should work on providing good hygiene factors that ensure the staff’s job satisfaction thus motivation.

Maslow’s Hierarchy Theory of Needs arranges the interdependent needs of a human being from the basic need to the highest level of requirements (Berrin & Bauler 184). The author concludes that once a person has satisfied the lower level of need, the next level of requirements motivates him/her to work harder to attain it. The most fundamental needs are physiological, for example, shelter, food, air, and clothing (Maslow 372). They are the key needs to sustain life, and when they are not met, it affects a person physically. Once a person can sustain his/her life, he/she can be motivated to achieve the next step; but if he /she cannot afford these basic needs, it will be difficult to move to the next level. Employees should be able to afford these necessary basic needs with their salaries to be motivated to get to the next level. Safety needs are the next level, where employees feel a sense of having security, feeling peaceful and orderly at the workplace (Maslow 380). Social needs comprise of friendship, a sense of belonging to a certain group, love and acceptance in a certain environment. Employees usually want to fit in a particular group at a workplace or feel accepted and loved by the others. To satisfy these needs, they tend to work harder to reach a target that will allow them to be identified and accepted by others. A person will strive to reach that rank. Esteem needs generate motivations only when the lower needs are satisfied. They include self-esteem, freedom, and self-confidence. When an employee satisfies these needs, he/she feels capable, in power and worthy to be in that place. However, if the needs are not met, an employee will lack esteem and will feel inferior to the others. What is more, he/she might not be able to tend even to the duties. The highest need is self-actualization that includes creativeness, self-realization, and self-fulfillment (Berrin & Bauler 185). When an employee realizes his/her potential, he/she feels the satisfaction of oneself. This process serves as a continuous motivational fact because when an individual completes one need another need arises.

Alderfer’s Modified Hierarchy of Needs is a modified Maslow’s Hierarchy Theory (Berrin & Bauler 187). Alderfer agrees with Maslow that human needs can be arranged in levels but instead of categorizing them in five, he reduces them to three levels of existence, growth and relatedness. According to Alderfer, two levels can be achieved at the same time. It is not necessary to move from one stage to another (Berrin & Bauler 187). A person can attain the highest level of need without fulfilling the lower needs. Thus, in these two propositions, he is not in agreement with Maslow’s theory. When an employee satisfies growth needs, he/she will have the desire to meet relatedness needs. The fewer existence needs are met, the more desire a person will feel to fulfill them.

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In McGregor X-Y Theory, X stands for autocratic management while Y is participative management. X theory assumes that external motivation is achieved through punishment or threat while Y theory believes that an employee is internally motivated with a good environment. X Theory assumes that people dislike work and, therefore, have to be pressured to contribute to a company’s goals. Y implies that although punishment can motivate a worker to work, it is not the only way because employees are self-motivated. Employees can get motivation from within themselves because of good environmental factors surrounding them at a workplace.

According to McClelland’s Need-Based Motivation Theory, human beings have three needs: achievement, power, and affiliation (Berrin & Bauler 190). In his research, McClelland found out that businessmen have a desire for achievement motivation. According to him, motivation achievement can be taught through training by teaching an employee to act in terms of achieving a motive (Berrin & Bauler 190).

Locke’s Goal Theory illustrates how setting specific goals to induce high performance and setting more challenging goal increase performance efforts. Through employees’ participation in making goals, they will set higher goals and be motivated to achieve even more to gain superior performance. Workers will set reasonable and attainable goals since they are the ones expected to reach the objective unlike when employers set unreasonable goals. In this theory, for a goal to be achieved, there has to be an effort to achieve it. When the goals set are unreasonable, there will be no motivation to attain them. Thus, it is important to involve the staff in setting the goals.

Skinner’s motivation through positive reinforcement suggests that stimuli trigger behavior. Thus, in a business set up, any factor that results in behavior change is a motivational change (Berrin & Bauler 205). The change can either be positive or negative. Skinner advises managers to use positive reinforcers such as promotion and salary increment to promote motivation in the workplace. Managers should also solve problems in the workplace to create a peaceful environment that will motivate employees. The staff can only be motivated if there is a positive reinforcer.

Vroom’s Model Theory asserts that effort leads to performance and performance leads to either positive or negative rewards. Positive rewards motivate employees while negative rewards do not motivate them. Employees’ work effort is based on what they are expecting to gain at the end of it thus the expectancy theory (Berrin & Bauler 203). Ensuring the staff expects a pay rise and promotion will motivate them to work harder on achieving the set goals. When there are no reward expectations, a minimum effort will be put since there is no potential gain at the end of it. No one wants to work for free unless it is charity. Work is believed to have some payment after its completion; thus, an extra work of achieving a goal should have an extra bonus to the salary. If the management considers bonuses, its staff is more likely to be motivated.

Adam’s Equity Theory illustrates how employees seek fair treatment at the workplace in cases of rewards and the rate of their efforts (Berrin & Bauler 195). Employees base their judgments on comparing themselves with people around them or with persons of the same profession. They will feel undermined if they realize that they are contributing more than the other employees and are not being rewarded the same way. The level of motivation is based on the percentage of fairness that has been found out by the employees. When employees believe they are treated equally, they will be motivated; but when they believe there is unfairness; they will be discouraged. Unfairness can cause the staff to be hostile, disruptive and silent.

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This paper has critically explained the concept of employee motivation and the various advocated theories used to motivate employees towards helping the organization to accomplish its goals. Theories of employee motivation suggest that there are many variables influencing how employees perceive their work and are motivated to achieve a high level of performance. Concepts of fairness, hierarchy, motivational effects and external motivational factors all give tools to help to analyze motivational influences and come up with strategies to increase levels of motivation at a workplace. Although most theories seem to conflict, they do shed light on those areas of motivation. Motivation is a vital area in the study of organizations and management, and it cannot be ignored even with the presence of many unanswered questions and conflicting theories.

Employees are the most important resource in an organization and, for this reason, they should be treated well and should always be motivated. Well-motivated employees are always ready to work hard towards achieving the set goals of the organization. Employees individually and collectively contribute to the attainment of the set goals for sustainable competitive advantage. It can be achieved through various ways including providing safe working conditions for employees, rewarding the employees well according to the work they do, and providing training programs to sharpen the employees’ skills.

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Why Motivational Leadership Speeches Don’t Create Real Change At Work

Motivational speeches are short-term fixes to boost morale and inspiration. Instead, focus on new ... [+] strategies that engage with employees.

It’s common to see leaders and managers trying to boost team morale with a motivational speech. These speeches often include inspiring stories and phrases meant to ignite a spark in employees. They focus on altering viewpoints and unleashing inner capacities, striving to effect enduring alterations. However, while these talks may temporarily uplift people, they rarely result in long-term motivation. Sustainable motivation requires more than just words; it demands actionable plans and effective leadership strategies.

Although motivational speeches fall short of long-term effects, there are strategies leaders can take to fill the void.

Motivational speeches often spark a fleeting surge of enthusiasm that quickly fizzles out. Without ongoing motivation and reinforcement, the initial zeal spurred by a motivational speech diminishes rapidly, resulting in employees returning to their original state. The failure of many pep talks is also attributable to the absence of a genuine connection between the executive and their employees. When leaders do not grasp the personal needs of their subordinates, the message is broadly nonspecific and challenging for workers to connect with personally. This hinders them from fully submersing themselves in what is being communicated during these talks.

The fundamental problems behind the challenges encountered by those attending these talks are often overlooked. Focusing merely on superficial symptoms instead does little more than curtail the overall impact generated by giving an inspirational talk. Not requiring follow-up actions plays a pivotal role in the eventual downfall endured across countless assemblies.

The inherent problem is that there is never a universal solution to any problem. Managers often push strategies, vouching for their effectiveness based on personal experiences. Although they may have achieved success in their ventures, they tend to rely heavily on personalized, unverifiable techniques that may not necessarily suit others in similar circumstances.

Understanding Sustainable Motivation

It’s essential to understand the different types of motivation to foster long-term motivation. A company’s culture, leadership and work environment significantly impact sustainable motivation. Employees’ motivation levels rise naturally when they feel valued, heard and supported. The two primary kinds are:

• Intrinsic Motivation: This comes from within the individual. Employees who are intrinsically motivated find joy and satisfaction in the work itself. They are driven by personal growth, achievement and the meaningfulness of their tasks.
• Extrinsic Motivation: This is driven by external rewards such as bonuses, promotions or recognition. While effective to some extent, it doesn’t usually lead to lasting motivation.

Practical Strategies For Long-Term Employee Motivation

Creating a motivating work environment involves more than just words. Here are some practical strategies:

Implementing Mentorship And Personal Development Plans

Investing in employee growth boosts l ong-term motivation . Mentorship programs allow employees to learn from experienced colleagues and gain new skills and perspectives. Personalized development plans help employees set and achieve career goals, making them feel valued and invested in the company’s success.

Encouraging Work-Life Balance And Recognizing Achievements

A healthy work-life flow is essential for maintaining motivation. Encourage employees to take breaks, use their vacation days and avoid burnout. Recognition also plays a vital role. Regularly acknowledging and celebrating achievements, big or small, make employees feel appreciated.

Creating A Culture Of Open Communication And Feedback

Open communication fosters trust and engagement. Encourage employees to voice their opinions and provide feedback. Leaders should actively listen and act on this feedback, showing that they value their team’s input. This creates a sense of ownership and belonging among employees.

A motivational speech should focus on inspiring action and providing practical tools for achieving goals. This approach ensures that employees feel empowered and valued.

The Employee Motivation Theories Essay (Critical Writing)

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

One of the most exciting concepts for me was the process motivation theory. According to the philosophy of goal-setting, some objectives inspire people. Leaders may inspire people by using goal-setting techniques and allowing people to participate. According to the reinforcement hypothesis, an individual’s behavior depends on the outcomes of that activity. As a result, five factors – skill variety, task identity, task relevance, autonomy, and feedback – can boost a job’s capacity for motivation. According to this view, behavior is a result of consequences. The concept of employee motivation – or, more accurately, employee demotivation – is central to equity theory. In particular, it claims that unequal compensation structures demotivate workers. Distributive justice, procedural fairness, and interactional fairness were all introduced. According to expectation theory, workers are motivated when they feel their efforts will lead to the expected level of performance, the desired outcome, and the desired outcomes of the performance. What I found most interesting about these theories was the number of ways these are used as motivation in the workforce.

After studying the processes and ways of motivation and paying close attention to the theories above, I have concluded that it influences my behavior, future approach, and my personal characteristics. Reading about the concept of employee demotivation, I have discovered what exactly stalls my motivation and inspiration in my studies and workplace and that “students’ level of motivation reflects on their engagement and contribution in a learning environment” (Gopalan et al., 2017, p. 2). The ways that leadership, personal initiative, and communication are connected to motivation are more evident in my understanding. I now recognize that Productivity is greatly influenced by reason and that many managers know how challenging it is to motivate employees to perform at their best. Such an environment is happening due to the variety of responses employees have to their occupations and the policies of their employers. Therefore, a supported behavior is one that each employee chooses for themselves.

Gopalan, V., Abu Bakar, J. A., Zulkifli, A. N., Alwi, A. & Mat R. C. (2017). A review of the motivation theories in learning . AIP Publishing Conference Proceeding, 1891 (1), pp. 1-7. Web.

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Watch CBS News

Thousands of hotel workers are on strike. Here's a list of hotels that are impacted.

By Aimee Picchi

Edited By Alain Sherter

Updated on: September 2, 2024 / 11:31 AM EDT / CBS News

Ten thousand hotel workers across the U.S.  went on strike beginning Sunday, with employees at major chains including Marriott and Hyatt walking off the job in cities including Boston , San Francisco, San Jose and Seattle. The strike comes as millions of Americans are traveling over the busy  Labor Day weekend.

The Unite Here union, which represents more than 40,000 workers, has been locked in contract negotiations with several big hotel chains, including Hilton, Hyatt, Marriott and Omni. 

In a statement  on Sunday, the union said it's seeking higher wages, fairer workloads and the reversal of pandemic-era job cuts. Some hotel workers must take on a second job to make ends meet, even as room rates have hit record highs and hotel chains are booking billions in annual profits, Unite Here claims.

"Since COVID, they're expecting us to give five-star service with three-star staff," Elena Duran, a server at Marriott's Palace Hotel in San Francisco for 33 years, said in the Unite Here statement. "A couple weeks ago, we were at 98% occupancy, but they only put three servers when we used to be a team of four or five. It's too much pressure on us to go faster and faster instead of calling in more people to work."

How long will the strike last?

The strikes are scheduled to last up to three days at each of the hotels, according to the union, which is urging travelers to avoid eating, sleeping or meeting at any hotel where workers are striking.

Michael D'Angelo, Hyatt's head of labor relations for the Americas, said the company's hotels have contingency plans to minimize the impact of the strikes. "We are disappointed that Unite Here has chosen to strike while Hyatt remains willing to negotiate," he said.

In a statement before the strikes began, Hilton said it was "committed to negotiating in good faith to reach fair and reasonable agreements."

Marriott didn't immediately respond to a request for comment. 

Here's a list of hotels where workers are striking, along with the number of days the strike is expected to last at each location, according to Unite Here. 

• Hilton Baltimore Inner Harbor — 1 day
• Fairmont Copley Plaza — 3 days
• Hampton Inn & Homewood Suites by Hilton Boston Seaport — 3 days
• Hilton Boston Logan Airport — 3 days
• Hilton Boston Park Plaza — 3 days

Greenwich, Connecticut

• Hyatt Regency Greenwich — 3 days

Honolulu, Hawaii

• Hilton Hawaiian Village — 3 days
• Hyatt Regency Waikiki Beach — 3 days
• The Royal Hawaiian (Marriott Luxury Collection) — 3 days
• Sheraton Princess Kaiulani (Marriott) — 3 days
• Sheraton Waikiki (Marriott) — 3 days
• Waikiki Beach Marriott — 3 days
• Westin Moana Surfrider (Marriott) — 3 days

Kauai, Hawaii

• Sheraton Kauai Resort (Marriott) — 3 days

San Francisco 

• Grand Hyatt Union Square — 3 days
• Hilton Union Square — 3 days
• Westin St. Francis (Marriott) — 3 days
• Palace Hotel (Marriott Luxury Collection) — 3 days
• Grand Hyatt SFO — 3 days
• Hilton San Diego Bayfront — 2 days
• DoubleTree by Hilton San Jose — 3 days
• Signia by Hilton San Jose — 3 days
• DoubleTree by Hilton Seattle Airport — 2 days
• Hilton Seattle Airport & Conference Center — 2 days
• Westin Seattle (Marriott) — 2 days

—with reporting by the Associated Press.

Aimee Picchi is the associate managing editor for CBS MoneyWatch, where she covers business and personal finance. She previously worked at Bloomberg News and has written for national news outlets including USA Today and Consumer Reports.

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Vance Championed 2017 Report on Families From Architects of Project 2025

JD Vance, as he was dipping his toe into politics, praised the Heritage Foundation report — 29 essays opposing abortion and seeking to instruct Americans on how to raise children — as “admirable.”

In his introduction to the 2017 Heritage Foundation report, JD Vance argued that economic struggles were inextricable from what he saw as cultural decay. Credit... Jamie Kelter Davis for The New York Times

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By Lisa Lerer

• Sept. 3, 2024

Years before he became the Republican vice-presidential nominee, JD Vance endorsed a little-noticed 2017 report by the Heritage Foundation that proposed a sweeping conservative agenda to restrict sexual and reproductive freedoms and remake American families.

In a series of 29 separate essays, conservative commentators, policy experts, community leaders and Christian clergy members opposed the spread of in vitro fertilization and other fertility treatments, describing those treatments as harmful to women. They praised the rapidly expanding number of state laws restricting abortion rights and access, saying that the procedure should become “unthinkable” in America. And they cited hunger as a “great motivation” for Americans to find work.

Mr. Vance, then known as the author of a best-selling memoir, became a champion of the project. He wrote the introduction and praised the volume as “admirable,” and was the keynote speaker at the public release of the report at Heritage’s offices in Washington.

The report was released just months after Donald J. Trump became president, as social conservatives were laying the foundation for an aggressive agenda restricting sexual freedom and reproductive rights. Those policies became a hallmark of the Trump administration and Mr. Vance’s political career.

Taken together, the pieces in the report amount to an effort to instruct Americans on what their families should be, when to grow them and the best way to raise their children. Authors argued in the 2017 report that women should become pregnant at younger ages and that a two-parent, heterosexual household was the “ideal” environment for children.

“The ideal situation for any child is growing up with the mother and father who brought that child into the world,” wrote Katrina Trinko, a conservative journalist, in an essay detailing the “tragedy” of babies born to single mothers.

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