FACTORS

CONTRIBUTING
TO MOTIVATION
 Motivation is the reason that drives all
our actions. An individual expects that if they
behave a certain way or perform certain
task, they will achieve their desired outcome.
In the workplace, this outcome, as long as
it’s positive, is the driver that can impact if
and how the tasks given to employees are
performed. The key to reaching the highest
possible results lies in being able to identify
the factors that drive each individual in a
workforce.
 1. Salary

 Receiving regular payment, especially in

reference to permanent employees, is
considered a basic need that is expected
to be satisfied by an employer.
 While earning an ‘equitable’ salary might
not motivate employees to perform better,
it will reduce the risk of them feeling
resentful or frustrated by the job.
 2. Non-Monetary Incentives

 Non-financial rewards are a way of

satisfying employees’ ego and self-
actualization needs. These are often used
to:
 Acknowledge extraordinary performance
 Recognize achievement
 Increase morale
 Create a positive work environment
 Motivate high performance
3. Relationship with Colleagues
 Relationships and interactions they have
with their colleagues can significantly
impact their mood and outlook.

 Negative experiences or attitudes will

eventually lead to isolation and loneliness,
making it more difficult to find satisfaction
from work, which in turn will decrease
motivation.
4. Relationship with Leadership
 The basis for effective communication
between two parties is two-sided trust.
Relationship built on this foundation will
help employees to honestly and openly
talk about their needs, thoughts and
feelings, which in turn will give the line
managers clear direction on how to
support and motivate their team members
 5. Company’s Culture

 Any lack of belief or understanding of the

employer’s goals is one of the major
causes of low job satisfaction, negative
attitude and lower commitment. On the
other hand, employees who are aligned
with the culture are generally more happy
in their roles, achieve better result and
fulfillment.
 6. Learning and
Development Opportunities
 Self-actualization is a natural by-product
of high performance. Most employees
naturally want to do a good job to feel
they are achieving their full potential.
 7. Processes within the
Company
 While processes on their own are not
motivational tool, they are closely linked to
the areas that impact desire, enthusiasm
and willingness of the employees.

 The workload, division of responsibilities,

access to resources and accountability all
depends on the structure and efficiency of
the processes on which the business runs.
 8. Personal Life

 According to a research by Bensinger,

DuPont & Associates, 47% of employees
state that problems in their personal lives
affect their work performance. Personal
challenges can cause issues with
concentration, poor attention, lack of
engagement and even absenteeism.
 9. Performing Meaningful
Work
 According to research, including Deloitte’s Talent
2020 series, performing meaningful work is one of
the top 3 motivational drivers.
 Finding the meaning behind work turns out to be
linked to being able to make a difference to
humanity through the job. By creating a culture of
ethics, morals and establishing a CSR Strategy,
companies can encourage and guide their
employees in the search of meaning.
END