In the Middle… of Motivation

Debby Marindin
Aug 15, 2025
3 min read

When I was a director, I noticed something curious.Same office. Same tools. Same pay. Yet one person poured energy and creativity into every project—while another coasted along, doing just enough to get by.

Why such a difference? And more importantly—what can leaders do about it?

What the Research Says About Motivation

Psychologists Edward Deci and Richard Ryan’s Self-Determination Theory divides human motivation into two main types: intrinsic motivation (doing work because it’s meaningful, interesting, or enjoyable) and extrinsic motivation (doing work for external rewards or to avoid negative consequences) (Deci & Ryan, 1985).

High-performing employees are often driven by intrinsic factors—personal growth, pride in their work, or the satisfaction of solving problems—while others rely heavily on extrinsic rewards like paychecks or promotions.

Classic Theories That Still Matter

Maslow’s Hierarchy of Needs – People must have basic needs (security, stability) met before pursuing higher ones (achievement, purpose) (Maslow, 1943).
Herzberg’s Two-Factor Theory – Hygiene factors (pay, policies) prevent dissatisfaction but don’t inspire effort; motivators (recognition, autonomy) drive true engagement (Herzberg et al., 1959).
Expectancy Theory – Effort rises when people believe it will lead to good performance, that performance will lead to rewards, and those rewards matter to them (Vroom, 1964).
Equity Theory – People compare their input-output ratio to others; perceived unfairness erodes motivation (Adams, 1963).

The Modern Workplace Twist

Recent research by Gagné et al. (2022) found that leaders who consistently provide autonomy support, clear feedback, and opportunities for skill growth enhance both intrinsic motivation and organizational commitment—even in high-pressure environments.

The same study cautions that one-size-fits-all motivation strategies often fail because employees’ needs shift based on role, life stage, and personal priorities.

Why Work Ethics Differ

Work ethic isn’t just about personal values. It’s shaped by:

Organizational culture – norms, role models, and unspoken rules.
Leadership style – supportive vs. micromanaging.
Job design – opportunities for autonomy and skill use.
Life stage – what matters changes over time.
Past experiences – trust in leadership and the company.

What Leaders Can Do Today

Find the “why” – Learn what drives each employee.
Give autonomy – Trust people to own their work.
Recognize effort and results – Public acknowledgment builds pride.
Be fair and transparent – Equity matters as much as actual rewards.
Connect work to purpose – Show how tasks link to the bigger mission.

“You can’t force motivation—but you can create an environment where it thrives.”

Why It Matters Now

In an era of hybrid schedules, AI-driven workflows, and economic uncertainty, motivation isn’t just “nice to have”—it’s a competitive advantage.

Organizations with highly engaged teams see 23% higher profitability and 18% higher productivity. Conversely, disengaged employees cost U.S. companies an estimated $1.9 trillion annually in lost productivity (Gallup, 2024).

Final Thought

Motivation isn’t about pushing people harder—it’s about removing barriers, meeting human needs, and connecting work to meaning.

Great leaders don’t light a fire under people—they light a fire within them.

References

Adams, J. S. (1963). Toward an understanding of inequity. Journal of Abnormal and Social Psychology, 67(5), 422–436. https://doi.org/10.1037/h0040968

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.

Gagné, M., Deci, E. L., Ryan, R. M., & Bono, J. E. (2022). Self‐determination theory applied to work motivation and organizational behavior. Journal of Management, 48(7), 1785–1819. https://doi.org/10.1177/10596011211072796

Gallup. (2024). State of the global workplace: 2024 report. Gallup, Inc.

Herzberg, F., Mausner, B., & Snyderman, B. (1959). The motivation to work (2nd ed.). John Wiley & Sons.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396. https://doi.org/10.1037/h0054346

Vroom, V. H. (1964). Work and motivation. Wiley.