Motivation is what gets people out of bed in the morning—and keeps them going through the day. In the workplace, motivated employees are more productive, creative, and committed. But what really drives people to do their best? Over the years, several theories and models have tried to answer that question, and understanding them can help managers and leaders bring out the best in their teams.
Maslow’s Hierarchy of Needs
Maslow suggested that people are motivated by a series of needs, starting from the most basic. These include:
- Physical needs like food, water, and rest
- Safety – job security and a safe environment
- Belonging – feeling part of a team
- Esteem – being recognised and respected
- Self-actualisation – reaching your full potential
In the workplace, this might look like making sure employees have a comfortable workspace and job security, encouraging teamwork, recognising achievements, and offering opportunities for growth.
Example: A company that offers training, celebrates successes, and promotes from within is helping staff move up Maslow’s ladder.
Herzberg’s Two-Factor Theory
Frederick Herzberg divided what motivates people into two areas: hygiene factors and motivators.
- Hygiene factors don’t motivate by themselves, but if they’re missing, people become unhappy. These include salary, working conditions, and job security.
- Motivators, like responsibility, achievement, and personal growth, truly inspire people to do their best.
Example: A clean, safe office and fair pay won’t necessarily excite people—but take them away, and morale drops fast. Add meaningful work and chances to develop, and motivation rises.
McGregor’s Theory X and Theory Y
Douglas McGregor looked at how managers view their team members.
- Theory X assumes people dislike work and need constant supervision.
- Theory Y sees people as naturally motivated and able to take responsibility.
If a manager believes in Theory X, they may micromanage and control. But if they follow Theory Y, they’re more likely to trust staff, involve them in decisions, and support creativity.
Example: A Theory Y manager might set clear goals but give the team freedom to reach them in their own way, boosting both confidence and performance.
Applying Motivation Models at Work
Understanding these theories helps managers see that different people are motivated in different ways. Some may need more encouragement, others may thrive on responsibility or recognition. The key is to listen, observe, and adapt.
A motivated team doesn’t just happen—it’s shaped by leaders who care about people, not just productivity. Whether it’s offering flexibility, training, feedback, or even a simple thank you, small changes can make a big difference.
This post assists completion of the following criteria:
302 ML15 2.3 Analyse theories and models of motivation and their application in the workplace