The Modern Motivation

The most important asset any employer has is not their money, products, or profit but their people—their employees. Therefore, it is critical for employers to ensure their employees are happy, motivated, and engaged. When workers are motivated, organisations experience higher retention rates, greater enthusiasm, and increased productivity. Motivation energises, directs, and sustains behaviour towards achieving specific goals (Gomez, 2004).

Scholars widely agree that motivation represents the forces acting on or within a person that drives them to behave in a specific, goal-directed manner (Hellriegel, 2004). In essence, motivation reflects a desire to perform one’s best or exert maximum effort to complete a task. Over the years, various theories of motivation have been proposed, some exploring the causes of motivation and others focusing on its effects. Notably, Maslow’s hierarchy of needs outlines unconscious drives based on survival and self-actualisation. It provides an insightful explanation of human motivation during the industrial era or in environments with limited resources.

However, many argue that Maslow’s theory lacks nuance for understanding motivation in modern, well-developed regions. In these areas, legal frameworks have improved workplace standards, fulfilling baseline needs for safety and comfort. This shift allows employees to focus on self-actualisation and social hierarchy needs. Unfortunately, Maslow’s theory provides limited insight into the higher stages of the pyramid, where more conscious and complex processes influence workplace motivation.

A more contemporary framework, Self-Determination Theory (SDT), offers a more refined understanding of these processes, assuming basic biological needs have already been met (Ryan & Deci, 2000). SDT suggests that people are universally driven to fulfil three psychological needs: autonomy, competence, and relatedness. The theory defines three states of motivation:

1. Amotivation – a lack of both internal and external forces, resulting in no motivation.

2. Extrinsic Motivation –  is influenced by external factors, such as rewards or punishments.

3. Intrinsic Motivation – the inner drive to act, influenced solely by internal regulation.

   
   

According to SDT, the absence of intrinsic or extrinsic motivation results in a lack of action. While extrinsic rewards may drive behaviour, they often lead to controlled motivation, where actions are governed by external incentives rather than genuine interest. In contrast, intrinsic motivation fosters better performance and well-being, as individuals are driven by the joy or satisfaction derived from the task itself.

The type of motivation employees experience can be profoundly influenced by the tasks they are assigned and the environment in which they work. Tasks that are meaningful, challenging, and aligned with an employee’s skills and interests foster intrinsic motivation, encouraging individuals to take ownership of their work. Similarly, a workplace environment that supports autonomy, competence, and relatedness can significantly enhance motivation and the quality of the output produced. For instance, granting employees the freedom to approach tasks in their own way (autonomy), offering opportunities for skill development (competence), and fostering a collaborative and supportive culture (relatedness) can create a self-reinforcing cycle of motivation and productivity. When employees feel valued and see themselves as integral members of a team, their engagement and enthusiasm for their work often soar.

In conclusion, motivation is a cornerstone of workplace success, influencing everything from employee retention to the quality of output. While traditional theories like Maslow’s hierarchy of needs provide a foundational understanding of human drives, modern frameworks such as Self-Determination Theory offer deeper insights into fostering motivation in today’s work environments. Employers who prioritise creating meaningful tasks and supportive environments can harness the power of intrinsic motivation, unlocking the full potential of their workforce. By understanding and addressing the complex psychological needs of their employees, organisations can cultivate a culture of sustained motivation, productivity, and satisfaction.

Hellreigel, D., & Slocum, J. (2004). Achieving motivation in the workplace. Organizational Behavior.

Gomez, E. A., Wu, D., & Passerini, K. (2010). Computer-supported team-based learning: The impact of motivation, enjoyment and team contributions on learning outcomes. Computers & Education, 55(1), 378-390.

Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American psychologist, 55(1), 68.