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12 min read

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

Learn how to motivate employees effectively by understanding key factors, strategies, and real-world examples.

By Elle Holder

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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Research: A Little Recognition Can Provide a Big Morale Boost

• Shibeal O'Flaherty,
• Michael T. Sanders,
• Ashley Whillans

A month after receiving short, hand-signed thank you notes, workers reported feeling significantly more valued by their organization.

As organizations large and small face the twin challenges of increasingly strained budgets and burned out workforces, what can managers do to keep employees engaged — without breaking the bank? In this piece, the authors share new research on the power of symbolic awards such as thank you notes, public recognition, and certificates. They find that these simple interventions can significantly improve employee motivation, but clarify that to maximize their effect, it’s essential to customize these rewards to your unique context. Specifically, the authors draw on prior research to highlight five key considerations for managers looking to implement symbolic awards: the most impactful messenger, the best timing, whether to make it private or public, attention to detail, and the importance of starting small. While these interventions are no substitute for fair monetary compensation, especially when cash is limited, symbolic awards can go a long way to demonstrate your appreciation for your employees and keep spirits high.

As we enter into the second year of the Covid-19 pandemic, frontline public sector workers such as healthcare professionals , teachers , and social workers are under more strain than ever. At the same time, organizations in every industry are being forced to downsize and restructure, meaning they’ve got less cash in the bank to support an increasingly burned out workforce. In these trying times, what can managers do to keep their employees motivated?

• SO Shibeal O’Flaherty is a PhD student in Public Policy at King’s College London, and a Researcher at What Works for Children’s Social Care (WWCSC). Her research applies behavioral science to improve public-sector employee well-being, and she is currently co-leading a research program at WWCSC called ‘Happier, Healthier Professionals’ to improve the happiness, productivity and retention of public-sector workforces across England.
• MS Michael T. Sanders is a Reader (Associate Professor) in Public Policy at King’s College London, Chief Executive of What Works for Children’s Social Care, and Academic Lead for the Centre for Transforming Access and Student Outcomes in Higher Education. His research focuses on the use of experimental methods to improve public services and outcomes and equalities for young people.
• Ashley Whillans is an assistant professor in the negotiations, organizations, and markets unit at the Harvard Business School School and teaches the “Negotiations” and “Motivation and Incentives” courses to MBA students and executives. Her research focuses on the role of noncash rewards on engagement and the links between time, money, and happiness. She is the author of Time Smart: How to Reclaim Your Time & Live a Happier Life (Harvard Business Review, 2020).

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Work Motivation: The Roles of Individual Needs and Social Conditions

Thuy thi diem vo.

1 Department of Business Administration, National Taiwan University of Science and Technology, No. 43, Section 4, Keelung Road, Da’an District, Taipei City 106335, Taiwan; wt.ude.tsutn.liam@31880701d (T.T.D.V.); wt.ude.tsutn.liam@nehcwc (C.-W.C.)

Kristine Velasquez Tuliao

2 Graduate Institute of Human Resource Management, National Central University, No. 300, Zhongda Road, Zhongli District, Taoyuan City 320317, Taiwan

Chung-Wen Chen

Associated data.

The data that support this study are publicly available.

Work motivation plays a vital role in the development of organizations, as it increases employee productivity and effectiveness. To expand insights into individuals’ work motivation, the authors investigated the influence of individuals’ competence, autonomy, and social relatedness on their work motivation. Additionally, the country-level moderating factors of those individual-level associations were examined. Hierarchical linear modeling (HLM) was used to analyze data from 32,614 individuals from 25 countries, obtained from the World Values Survey (WVS). Findings showed that autonomy and social relatedness positively impacted work motivation, while competence negatively influenced work motivation. Moreover, the individual-level associations were moderated by the country-level religious affiliation, political participation, humane orientation, and in-group collectivism. Contributions, practical implications, and directions for further research were then discussed.

1. Introduction

Work motivation is considered an essential catalyst for the success of organizations, as it promotes employees’ effective performance. To achieve an organization’s objectives, the employer depends on the performance of their employees [ 1 ]. However, insufficiently motivated employees perform poorly despite being skillful [ 1 , 2 ]. Employers, therefore, need their employees to work with complete motivation rather than just showing up at their workplaces [ 3 ]. Work motivation remains a vital factor in organizational psychology, as it helps explain the causes of individual conduct in organizations [ 4 ]. Consequently, studies on the factors that encourage work motivation can contribute to the theoretical underpinnings on the roots of individual and practical social conditions that optimize individuals’ performance and wellness [ 5 ].

Several decades of research have endeavored to explain the dynamics that initiate work-related behavior. The primary factor examining this aspect is motivation, as it explains why individuals do what they do [ 6 ]. The basic psychological needs have represented a vital rationalization of individual differences in work motivation. Psychological needs are considered natural psychological nutrients and humans’ inner resources. They have a close relationship with individual conduct and have a strong explicit meaning for work performance [ 7 , 8 ]. Different needs are essential drivers of individual functioning due to the satisfaction derived from dealing with them [ 9 ]. In addition to individual-level antecedents, the social context has also been regarded to have implications for work motivation. Social exchange and interaction among individuals accentuate the importance of work motivation as something to be studied with consideration of contextual factors [ 10 ].

Significant contributions have been made to the socio-psychological perspective of work motivation ( Table 1 ). However, current literature shows three deficiencies. First, over 150 papers utilize the key approaches of psychological needs to justify motivational processes in the workplace [ 11 ], which justifies the vital role of psychological needs in interpreting individual work motivation. The association between psychological needs and work motivation has often been implicitly assumed; however, the influence of psychological needs on work motivation has been inadequately tested [ 8 ]. The verification of the extent and the direction of influence will provide a better understanding of, and offer distinct implications for, the facilitation of work motivation. In examining the influence of psychological needs on work motivation, this paper mainly focuses on the intrinsic aspect of motivation. The study of Alzahrani et al. (2018) [ 12 ] argued that although intrinsic motivation is more efficient than extrinsic motivation, researchers have mostly neglected it.

Several investigated predictors of work motivation in general and intrinsic motivation in particular.

Second, there is no study examining the country-level moderating effects of social conditions and national cultures on individual relationships between psychological needs and work motivation. Pinder (2014) [ 20 ] argued that contextual practices could influence variables at the individual level. Culture is a crucial factor influencing motivation [ 15 , 16 , 17 , 18 ]. Researchers (e.g., [ 19 ]) have further suggested that both the proximal social situations (e.g., workgroup) and the distal social situations (e.g., cultural values) in which humans operate influence their need for satisfaction and their motivation type. Intrinsic motivation interacts with prosocial motivation in judging work performance [ 21 ]. By including the social conditions in the framework, prosocial motivation is considered. Prosocial motivation refers to the desire to help and promote the welfare of others [ 22 , 23 ]. The study of Shao et al. (2019) [ 24 ] proposed that prosocial motivation promotes employee engagement in particular organizational tasks. Researchers often consider prosocial motivation as a pattern of intrinsic motivation [ 23 ]. This implies that when intrinsic motivation is investigated, prosocial motivation should be examined together to obtain a comprehensive understanding.

Third, there are few studies using a considerable number of cross-national samples to investigate factors influencing work motivation. A cross-cultural analysis makes the findings more objective by minimizing individual bias towards any particular culture. Therefore, the examination of the study is crucial to expanding insights on the influence of social situations on the individual associations between psychological needs and work motivation.

2. Literature Review and Hypothesis Development

2.1. work motivation: a conceptual background.

Work motivation is considered “a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form direction intensity and duration” [ 20 ]. Nicolescu and Verboncu (2008) [ 25 ] argued that work motivation contributes directly and indirectly to employees’ performance. Additionally, research (e.g., [ 26 ]) has postulated that work motivation could be seen as a source of positive energy that leads to employees’ self-recognition and self-fulfillment. Therefore, work motivation is an antecedent of the self-actualization of individuals and the achievement of organizations.

Literature has identified several models of work motivation. One of the primary models is Maslow’s (1954) [ 27 ] need hierarchy theory, which proposes that humans fulfill a set of needs, including physiological, safety and security, belongingness, esteem, and self-actualization. Additionally, Herzberg’s (1966) [ 28 ] motivation-hygiene theory proposed that work motivation is mainly influenced by the job’s intrinsic challenge and provision of opportunities for recognition and reinforcement. More contemporary models also emerged. For instance, the study of Nicolescu and Verboncu (2008) [ 25 ] has categorized the types of motivation into four pairs, including positive-negative, intrinsic-extrinsic, cognitive-affective, and economic-moral spiritual. Additionally, Ryan and Deci [ 29 ] focused on intrinsic motivation and extrinsic motivation.

With the existence of numerous factors that relate to work motivation, this paper mainly focuses on intrinsic motivation. Previous research found that emotional intelligence and interpersonal relationship quality predict individuals’ intrinsic motivation [ 14 ]. Additionally, the study of Lin (2020) [ 13 ] argued that personal factors, including age, gender, educational level, living setting, health status, and family support, impact people’s intrinsic motivation. To understand more about intrinsic motivation, the authors examined individuals’ psychological needs. Fulfillment of the basic needs is related to wellness and effective performance [ 7 ]. Since intrinsic motivation results in high-quality creativity, recognizing the factors influencing intrinsic motivation is important [ 5 ].

Although a significant number of important contributions have been made regarding intrinsic motivation, self-determination theory is of particular significance for this study. Self-determination theory (SDT) postulates that all humans possess a variety of basic psychological needs. One of the primary crucial needs is the need for competence [ 30 , 31 ], which makes individuals feel confident and effective in their actions. Additionally, the need for autonomy [ 32 ] is one of the important psychological needs, which makes people satisfied with optimal wellness and good performance obtained as a result of their own decisions. Moreover, SDT proposed the crucial importance of interpersonal relationships and how social forces can influence thoughts, emotions, and behaviors [ 33 ]. This means that the psychological need for social relatedness [ 34 ] also plays a significant role in human’s psychological traits. Individuals need to be cared for by others and care for others to perceive belongingness. The need for relatedness can motivate people to behave more socially [ 35 ].

Prior research (e.g., [ 36 ]) has explored self-determination theory and related theories as approaches to work motivation and organizational behavior. The study of Van den Broeck et al. (2010) [ 37 ] emphasized grasping autonomy, competence, and relatedness at workplaces. This paper contributes to the exhaustive understanding of intrinsic work motivation influenced by further examining the impact of these three factors on work motivation as well as the moderating effects of social contexts.

2.2. Main Effect

2.2.1. individuals’ competence and work motivation.

Competence is “the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies” [ 38 ]. The study of Hernández-March et al. (2009) [ 39 ] argued that a stronger competence was commonly found in university graduates rather than those without higher education. Competence has been considered a significant factor of work motivation that enhances productivity and profits. Harter’s (1983) [ 40 ] model of motivation proposed that competence enhances motivation because competence promotes flexibility for individuals [ 41 ]. Likewise, Patall et al. (2014) [ 42 ] indirectly argued that competence positively affects work motivation. Individuals become more engaged in activities that demonstrate their competence [ 6 ]. When people perceive that they are competent enough to attain goals, they generally feel confident and concentrate their efforts on achieving their objectives as soon as possible for their self-fulfillment.

Individuals’ competence positively relates to their work motivation.

2.2.2. Individuals’ Autonomy and Work Motivation

Autonomy is viewed as “self-determination, self-rule, liberty of rights, freedom of will and being one’s own person” [ 43 ]. Reeve (2006) [ 44 ] argued that autonomy is a primary theoretical approach in the study of human motivation and emotion. Autonomy denotes that certain conduct is performed with a sense of willingness [ 30 ]. Several researchers (e.g., [ 45 ]) investigated the positive relationship between individuals’ autonomy and work motivation. When humans are involved in actions because of their interest, they fully perform those activities volitionally [ 36 ]. Dickinson (1995) [ 46 ] also proposed that autonomous individuals are more highly motivated, and autonomy breeds more effective outcomes. Moreover, when individuals have a right to make their own decisions, they tend to be more considerate and responsible for those decisions, as they need to take accountability for their actions. Bandura (1991) [ 47 ] has argued that humans’ ability to reflect, react, and direct their actions motivates them for future purposes. Therefore, autonomy motivates individuals to work harder and overcome difficulties to achieve their objectives.

Individuals’ autonomy positively relates to their work motivation.

2.2.3. Individuals’ Social Relatedness and Work Motivation

The psychological need for social relatedness occurs when an individual has a sense of being secure, related to, or understood by others in the social environment [ 48 ]. The relatedness need is fulfilled when humans experience the feeling of close relationships with others [ 49 ]. Researchers (e.g., [ 34 ]) have postulated that the need for relatedness reflects humans’ natural tendency to feel associated with others, such as being a member of any social groups, or to love and care as well as be loved and cared for. Prior studies have shown that social relatedness strongly impacts motivation [ 50 , 51 , 52 ]. Social relatedness offers people many opportunities to communicate with others, making them more motivated at the workplace, aligning them with the group’s shared objectives. Marks (1974) [ 53 ] suggested that social relatedness encourages individuals to focus on community welfare as a reference for their behavior, resulting in enhanced work motivation. Moreover, when individuals feel that they relate to and are cared for by others, their motivation can be maximized since their relatedness need is fulfilled [ 54 ]. Therefore, establishing close relationships with others plays a vital role in promoting human motivation [ 55 ]. When people perceive that they are cared for and loved by others, they tend to create positive outcomes for common benefits to deserve the kindness received, thereby motivating them to work harder.

Individuals’ social relatedness positively relates to their work motivation.

Aside from exploring the influence of psychological needs on work motivation, this paper also considers country-level factors. Previous research (e.g., [ 56 ]) has examined the influence of social institutions and national cultures on work motivation. However, the moderating effects of country-level factors have to be investigated, given the contextual impacts on individual needs, attitudes, and behavior. Although social conditions provide the most common interpretation for nation-level variance in individual work behaviors [ 57 ], few cross-national studies examine social conditions and individual work behaviors [ 56 ]. Hence, this paper investigates the moderating effects, including religious affiliation, political participation, humane orientation, and in-group collectivism, on the psychological needs-work motivation association.

A notable theory to explain the importance of contextual factors in work motivation that is customarily linked with SDT is the concept of prosocial motivation. Prosocial motivation suggests that individuals have the desire to expend efforts in safeguarding and promoting others’ well-being [ 58 , 59 ]. It is proposed that prosocial motivation strengthens endurance, performance, and productivity, as well as generates creativity that encourages individuals to develop valuable and novel ideas [ 21 , 60 ]. Prosocial motivation is found to interact with intrinsic motivation in influencing positive work outcomes [ 21 , 61 ]. However, there are few studies examining the effects of prosocial motivation on work motivation [ 62 ].

Utilizing the concept of prosocial motivation and examining it on a country-level, this paper suggests that prosocial factors promote basic psychological needs satisfaction that reinforces motivational processes at work. Therefore, prosocial behaviors and values may enhance the positive impact of individuals’ basic psychological needs, including competence, autonomy, and social relatedness, on work motivation.

2.3. Moderating Effects

2.3.1. religious affiliation.

Religions manifest values that are usually employed as grounds to investigate what is right and wrong [ 63 ]. Religious affiliation is considered prosocial because it satisfies the need for belongingness and upholds collective well-being through gatherings to worship, seek assistance, and offer comfort within religious communities. Hence, religious affiliation promotes the satisfaction of individuals’ psychological needs, which directs motivation at work and life in general. Research (e.g., [ 64 ]) has argued that religious affiliation is an essential motivational component given its impact on psychological processes. The study of Simon and Primavera (1972) [ 65 ] investigated the relationship between religious affiliation and work motivation. To humans characterized by competence, autonomy, and social relatedness, attachment to religious principles increases their motivation to accomplish organizational goals. Religious membership will increase the influence of psychological needs on work motivation. The tendency of individuals affiliated with any religion to be demotivated is lower compared to those who are not. Individuals with religious affiliations also tend to work harder as the virtue of hard work is aligned with religious principles. Accordingly, religious affiliation may enhance the positive association between individuals’ psychological needs and work motivation.

2.3.2. Political Participation

Political participation, indicated by people’s voting habits, plays a crucial role in ensuring citizens’ well-being and security [ 66 ]. Political participation encourages shared beliefs and collective goals among individuals [ 67 ]. The communication and interaction among people help them grasp the government’s developmental strategies, motivating them to work harder. Political participation is a collective pursuit that makes societal members feel more confident, socially related, and motivated at work to achieve communal targets. Increased political participation reinforces effective public policy to enhance its members’ welfare, congruent with the perspectives of prosocial motivation. The prosocial values and behaviors derived from political participation satisfy human needs and interact positively with intrinsic motivation. Therefore, political participation may strengthen the positive influence of individuals’ competence, autonomy, and social relatedness on work motivation. Conversely, poor political participation is perceived as a separation from the society that may lead to demotivation. In a society with poor political participation, an individualistic mentality is encouraged, thereby decreasing the desire to pursue cooperative endeavors.

2.3.3. Humane Orientation

GLOBE characterizes humane orientation as “the degree to which an organization or society encourages and rewards individuals for being fair, altruistic, generous, caring, and kind to others” [ 68 ]. Research (e.g., [ 69 , 70 ]) has argued that a high humane orientation encourages members to develop a strong sense of belonging, commit to fair treatment, and manifest benevolence. The desire to help others or enhance others’ well-being indicates prosocial values and behaviors [ 71 , 72 ]. Since humane orientation is correlated with philanthropy and promotes good relations, this cultural value may enhance work motivation. Fairness, which is derived from a humane-oriented society, is one of the most vital influences on work motivation [ 1 ]. Moreover, altruism, promoted by humane-oriented societies, encourages individuals to sacrifice individual interests for shared benefits. Altruism then encourages attachment to others’ welfare and increases resources needed for prosocial behaviors such as work [ 73 , 74 ]. Members of humane-oriented countries view work in a positive light—it is an opportunity for them to perform altruistic behaviors and engage in collective actions. Therefore, people are more likely to work harder for common interests in humane-oriented societies. In such conditions, individuals with competence, autonomy, and social relatedness will be more motivated to work. By contrast, a less humane-oriented society gives prominence to material wealth and personal enjoyment [ 75 ]. Although this may be perceived as a positive influence on the association between psychological needs and work motivation, such an individualistic mindset works against the prosocial factors that further motivate individuals.

2.3.4. In-Group Collectivism

House et al. (2004) [ 68 ] defined in-group collectivism as “the degree to which individuals express pride, loyalty, and cohesiveness in their organizations or families”. Collectivistic cultures indicate the need for individuals to rely on group membership for identification [ 76 ]. High collectivism enhances equity, solidarity, loyalty, and encouragement [ 77 , 78 ]. Humans living in a collectivist culture are interdependent and recognize their responsibilities towards each other [ 79 ]. In-group collectivism transfers the concepts of social engagement, interdependence with others, and care for the group over the self (e.g., [ 79 , 80 , 81 ], thereby motivating individuals to work harder for the common interests. Oyserman et al. (2002) [ 82 ] have further argued that individualistic values encourage an independent personality, whereas collectivistic values form an interdependent one. Therefore, in-group collectivism is a prosocial value that emphasizes the importance of reciprocal relationships and encourages people to work harder to benefit the group. By contrast, low collectivism promotes individual interests and personal well-being while neglecting the value of having strong relations with others [ 70 ]. Considering that in-group collectivism promotes individuals’ prosocial behaviors of individuals, people who are competent, autonomous, and socially related to collective societies are less likely to be demotivated at the workplace. Consequently, in-group collectivism may intensify the positive influence of individuals’ competence, autonomy, and social relatedness on their work motivation.

(a–d): The positive relationship between individuals’ competence and their work motivation is enhanced as religious affiliation (a), political participation (b), humane orientation (c), and in-group collectivism (d) increase.

(a–d): The positive relationship between individuals’ autonomy and their work motivation is enhanced as religious affiliation (a), political participation (b), humane orientation (c), and in-group collectivism (d) increase.

(a–d): The positive relationship between individuals’ social relatedness and their work motivation is enhanced as religious affiliation (a), political participation (b), humane orientation (c), and in-group collectivism (d) increase.

3.1. Sample

The data came from the seventh wave (2017–2021) of the World Values Survey (WVS) [ 83 ], which examines humans’ beliefs and values. This survey is performed every five years to explore changes in people’s values and perceptions. Face-to-face interviews, or phone interviews for remote areas, were conducted by local organizations. Almost 90 percent of the world’s population is represented in the WVS. At least 1000 individuals were selected as respondents to exhibit each nation’s population. Further information regarding the WVS can be reached at the WVS website ( http://www.worldvaluessurvey.org , accessed on 14 October 2021).

The samples of this study were based on the availability of national-level data for the moderators and individual-level data for the measures of independent and dependent variables. Respondents without answers on the individual measures and corresponding country-level data were excluded from the analysis. The final data included 32,614 respondents in 25 countries aged 18 and above. The 25 countries included Argentina, Australia, Brazil, China, Colombia, Ecuador, Egypt, Germany, Greece, Guatemala, Hong Kong, Indonesia, Iran, Japan, Kazakhstan, Malaysia, Mexico, New Zealand, Philippines, Russia, South Korea, Taiwan, Thailand, Turkey, and the USA.

3.2. Dependent Variable

Consistent with previous researchers (e.g., [ 84 ]), the authors used four items to gauge individual work motivation, namely “Indicate how important work is in your life”, “People who do not work turn lazy”, “Work is a duty towards society”, and “Work should always come first, even if it means less spare”. The first item was measured on a scale from 1 to 4, in which lower scores indicate a higher level of work importance. The other three items were gauged on a scale from 1 to 5 (1 indicating strongly agree and 5 indicating strongly disagree). The scores for each item were reverse coded, and the mean scores were computed so that higher scores indicate greater work motivation.

3.3. Independent Variables

The independent variables of this study include individuals’ competence, autonomy, and social relatedness. First, people’s competence was measured by the item “What is the highest educational level that you attained” on a scale from 0 to 8, in which higher scores indicate a higher level of educational attainment. The authors used the item to gauge individual competence, as a capacity for learning is highlighted in the examination of competence [ 39 ]. Second, a scale from 1 to 10 was utilized to measure the item “How much freedom of choice and control”, which represented individual autonomy (1 indicating no choice at all and 10 indicating a great deal of choice). The authors used the item to gauge people’s autonomy as this item indicates the degree to which individual can make their own decisions. Finally, the individual’s social relatedness was gauged by twelve items, representing twelve types of organizations where individuals are active/inactive members or do not belong. The twelve items were measured on a scale from 0 to 2 (0 indicating do not belong, 1 indicating inactive member, and 2 indicating active member). The mean score of the twelve items represents the individual’s social relatedness. The membership in organizations represents social relatedness, as this indicates the reciprocal relationship between the individual and the organization through their mutual rights, responsibilities, and obligations towards each other [ 85 ].

3.4. Moderators

The four country-level moderators in this study were religious affiliation, political participation, humane orientation, and in-group collectivism. Similar to prior research (e.g., [ 86 ]), the authors used the percentage of the country’s population with religious affiliation obtained from Pew Research Center 2015 [ 87 ]. Secondly, the index of voter turnout collected from the International Institute for Democracy and Electoral Assistance [ 88 ] was utilized to gauge political participation. Voting habits are an indicator of an individual’s presence in their country’s life, and a nation with a high index of voter turnout illustrates its substantial degree of political participation [ 89 ]. Finally, two cultural values, including humane orientation and in-group collectivism, were obtained from the GLOBE study [ 68 ]. The authors used scores on cultural practices as the moderators for this study because they indicate the actual behaviors as “the way things are done in this culture” [ 68 ].

3.5. Control Variables

Several individual-level and country-level elements related to the dependent variable were considered control variables. The effects of gender, marital status, age, and income level were accounted for, as these four variables are basic personal factors that may impact individual’s motivation [ 90 ]. Gender (1 indicating male and 0 indicating female) and marital status (1 indicating married and 0 indicating other status) were dummy coded. Moreover, age was measured in years, while income level was gauged using a scale from 1 representing the lowest group to 10 representing the highest group. Along with the above individual-level controls, education and family strength were treated as country-level control variables. Education and family are primary institutions that shape individuals’ motivation [ 91 , 92 ]. Similar to prior researchers (e.g., [ 93 ]), education was computed as two-thirds of the adult literacy rate attained from the UNESCO Institute for Statistics 2020 [ 94 ] and one-third of the mean years of schooling obtained from the Human Development Report 2020 [ 95 ]. This score is commonly approved as representing access to education in a country [ 42 ]. Regarding family strength, the score was quantified by the ratio of divorces to marriages per 1000 members of the population consistent with previous researchers (e.g., [ 93 ]). The data was obtained from the United Nations Demographic Yearbook [ 96 ].

3.6. Measurement and Analysis

To perform the descriptive statistics, cross-level correlations, scale reliability, confirmatory factor analysis, convergent validity, and discriminant validity, the authors utilized SPSS software.

The framework of this study considers independent variables, dependent variables, and moderators at different levels. Thus, the authors used a hierarchical linear model (HLM) [ 97 ] to test the hypotheses. HLM was defined as a “complex form of ordinary least squares (OLS) regression that is used to analyze variance in the outcome variables when the predictor variables are at varying hierarchical levels” [ 98 ]. This technique evaluates the impacts of higher-level outcomes on lower-level ones while preserving an appropriate degree of analysis [ 99 ]. HLM has been employed in several cross-level studies (e.g., [ 100 , 101 ]).

Table 2 presents a matrix of correlations and sample statistics from the individual-level to country-level variables. Table 3 and Table 4 report convergent and discriminant validity test results, respectively. Finally, Table 5 illustrates results for hypotheses testing using HLM. Three models are presented in the table: those of individual-level main effects and control variables (Model 1), those of country-level main effects (Model 2), and country-level moderating effects (Model 3).

Descriptive statistics, cross-level correlations and scale reliability a,b,c .

a   n = 32,614 level 1; n = 25, level 2. b * p < 0.05, ** p < 0.01. c The reliability found in the parentheses is expressed as Cronbach’s alpha for scales with ≥four items.

Convergent validity.

Discriminant validity—Fornell and Larcker’s criterion.

* p < 0.05.

HLM results: (The DV is work motivation) a,b .

a , n = 32,614 level 1; n = 25, level 2. b , †, p < 0.10, * p < 0.05, ** p < 0.01, *** p < 0.001.

For the confirmatory factor analysis, previous research (e.g., [ 102 , 103 , 104 ]) suggested that analysis of each variable requires at least three items. Factor analysis using statistical software will provide imprecise results if there are fewer than three items per variable [ 105 ]. Therefore, the authors only performed Confirmatory Factor Analysis (CFA) for social relatedness and work motivation.

To assess the measurement, convergent and discriminant validity were tested. Composite Reliability (CR) and Average Variance Extracted (AVE) were performed to illustrate convergent validity. The study of Hair et al. (2019) [ 106 ] suggested that CR is required to be above a threshold of 0.7. On the other hand, the AVE value should be higher than a threshold of 0.5 [ 107 ]. As shown in Table 3 , CR is acceptable while AVE is slightly lower than a threshold of 0.5. Despite the limitation of AVE, the acceptable result of the discriminant validity is achieved. The discriminant validity was tested using Fornell and Larcker (1981)’s criterion [ 107 ]. This proposes that the square root of the AVE of any latent variable should be higher than its correlation with any other construct. The result of the discriminant validity test indicates that all the two latent constructs have a square root of AVE higher than its correlation with the other construct, as presented in Table 4 .

The authors argued that individuals’ competence (H1), autonomy (H2), and social relatedness (H3) positively relate to their work motivation. However, the findings only supported H2 (β2 = 0.036, p < 0.001) and H3 (β3 = 0.042, p < 0.001). In contrast, the findings presented that H1 was also significant, but in the opposite direction compared with our original prediction. The result suggests that individuals’ competence negatively relates to their work motivation.

In Hypotheses 4a–d, we proposed that higher levels of religious affiliation (4a), political participation (4b), humane orientation (4c), and in-group collectivism (4d) strengthen the relationship described in H1. However, the results only demonstrated support for the two hypotheses, H4c (γ13 = 0.032, p < 0.001) and H4d (γ14 = 0.042, p < 0.001). In contrast, the findings presented that H4a was also significant, but opposite our initial prediction. This different result proposes that a higher level of religious affiliation weakens the association between individuals’ competence and work motivation.

In Hypotheses 5a–d, the authors argued that the higher levels of religious affiliation (5a), political participation (5b), humane orientation (5c), and in-group collectivism (5d) enhance the positive relationship between individuals’ autonomy and their work motivation. However, the results only supported the two hypotheses H5b (γ22 = 0.012, p < 0.05) and H5c (γ23 = 0.012, p < 0.1), while H5a and H5d were not significant.

In Hypotheses 6a–d, the authors argued that the higher levels of religious affiliation (6a), political participation (6b), humane orientation (6c), and in-group collectivism (6d) enhance the positive relationship between individuals’ social relatedness and their work motivation. However, the results only supported H6c (γ33 = 0.019, p < 0.01). In contrast, the findings indicated that H6d was also significant, but in the opposite direction compared to our initial hypothesis. The different result suggests that higher in-group collectivism weakens the positive association between individuals’ social relatedness and work motivation. Figure 1 , Figure 2 , Figure 3 , Figure 4 and Figure 5 represent the significant moderators of the associations examined.

The association between competence and work motivation at different levels of humane orientation.

The association between competence and work motivation at different levels of in-group collectivism.

The association between autonomy and work motivation at different levels of political participation.

The association between autonomy and work motivation at different levels of humane orientation.

The association between social relatedness and work motivation at different levels of humane orientation.

Regarding the statistical results of the control variables, gender, marital status, and age consistently indicated significant positive relationships with work motivation across three models. On the other hand, family strength indicated a significant negative association to work motivation only in Model 1.

5. Discussion

The study’s objective was to examine the influence of individuals’ competence, autonomy, and social relatedness on their work motivation, as well as the impact of country-level moderators, including religious affiliation, political participation, humane orientation, and in-group collectivism on their relationships. Seven primary findings are crucial in this research. First, people’s autonomy and social relatedness positively relate to their work motivation. This result is in line with the findings of prior researchers (e.g., [ 45 , 52 ]), postulating that humans’ autonomy and social relatedness breeds work motivation. The study of Theurer et al. (2018) [ 108 ] argued that, among motivational elements, autonomy had been found to greatly predict positive work motivation. When people feel they have enough control over their activities, they are more confident and motivated to work. Along with autonomy, humans’ social relatedness promotes communal benefits, thereby motivating people to work harder for their organization. Second, the association between individual competence and work motivation is moderated by cultural values, including humane orientation and in-group collectivism. The findings are consistent with the viewpoints of prior researchers (e.g., [ 69 , 70 , 77 , 78 ]), namely that a society with higher levels of humane orientation and in-group collectivism strengthens altruism, solidarity, loyalty, and the encouragement of individuals, which results in work motivation. Consequently, there will be an increase in the differences in individuals’ competence and work motivation if they live in a society with greater humane orientation and in-group collectivism. Third, political participation and humane orientation moderate the relationship between individual autonomy and work motivation. These results are in line with the investigations of prior researchers (e.g., [18,45), which found that social circumstances and cultural practices promote people’s motivation. Accordingly, the differences in individuals’ autonomy based on their work motivation will be enhanced if they belong to nations with higher political participation and humane orientation. Fourth, the association between social relatedness and work motivation is moderated by humane orientation. Accordingly, in a humane-oriented society, the differences in individuals’ social relatedness based on their work motivation will be strengthened.

The remaining findings were contrary to the original propositions. Pinder (2014) [ 20 ] argued that it is possible to find that contextual practices can influence variables at the individual level in the opposite prediction in motivation research. Fifth, individuals’ competence negatively influences their work motivation. This finding proposes that more competent individuals are less motivated at work. One possible interpretation of this opposite result is that, when the majority of the organization members recognize individuals’ competence, these individuals may perceive that it is not necessary to devote most of their time and energy to work anymore. These individuals may believe that no matter how unwillingly they perform, they are still competent enough because of their prior achievements. Additionally, competent individuals recognize that they have already sacrificed their enjoyment of life for their previous successes; therefore, they tend to offset this by investing their valuable time in other aspects. This is consistent with other researchers’ investigations (e.g., [ 109 ]), which found that low-skilled individuals are more often compelled to engage in regular work activities and are more easily motivated than others. By contrast, highly competent individuals tend to be motivated by challenging tasks and improving themselves through further education. Sixth, the relationship between competence and work motivation is negatively moderated by religious affiliation. This finding suggests that religious affiliation weakens the association between individuals’ competence and work motivation. One possible explanation for this finding is that strong religious beliefs are the foundation for virtuous living [ 110 ]. Individuals with religious affiliation usually employ religious principles to guide their behavior, regardless of their competence. In other words, both competent and incompetent individuals tend to be more motivated at the workplace if they are affiliated with any religion, thereby diminishing the influence of competence in work motivation. Seventh, the relationship between social relatedness and work motivation is negatively moderated by in-group collectivism. This result proposes that a higher degree of in-group collectivism weakens the association between individuals’ social relatedness and work motivation. One possible explanation for this is that, under an in-group collective society, people put more weight on mutual relationships and encourage acts that may build up the solidarity of groups. Since in-group collectivism is viewed as a social attachment in which people emphasize the group over the self (e.g., [ 79 , 80 , 81 ]), individuals are fairly conscious of their responsibility to the group regardless of their social relatedness. Both socially related and unrelated individuals belonging to in-group collective cultures tend to work harder for common goals. Accordingly, the influence of individuals’ social relatedness on their work motivation is reduced.

6. Limitations and Future Research

Despite its significant contributions, this study has its limitations. The use of secondary data represents the fact that the data collection process was beyond the authors’ control. However, the collection of cross-national data is time-consuming and costly. The authors used the available data but strove for the efficient use of multilevel data. The secondary data also limited the measurement of individual-level factors based on the available data. Moreover, it is quite complex to gauge an individual’s work motivation appropriately, since personal work motivation may not be one-dimensional. Nevertheless, the authors made efforts to employ the measurements utilized by prior research. Moreover, it is complicated to measure social factors such as political participation. There are challenges in investigating social contexts due to the absence of direct measurements [ 111 ]. This compels the authors to identify substitute measurements for this study. Finally, this study covered 25 samples from 25 countries with different characteristics. Despite the attempt of this study to include the most relevant social conditions in the framework, the influence of other national differences and cultural sensitivities were not considered.

This paper directs further research considering that several frameworks and approaches should be employed to better examine motivation [ 112 ]. First, as some of the results were opposite to the original propositions based on the theoretical foundations employed, combining different concepts and approaches is necessary to enhance perspectives of psychological needs and social issues. For instance, the relationship between competence and work motivation can be further investigated by employing other theories to understand their association better. Similarly, the moderating effects of social contexts such as religious affiliation and in-group collectivism should be further examined to obtain a more in-depth comprehension of the roles of contextual circumstances and cultural values in individual-level relationships. Additionally, self-determination theory and the concept of prosocial motivation may be used to explore motivation towards specific behavior in organizations, such as organizational citizenship and proactive behaviors. Organizational context, such as rewards, training, and culture, can be considered as part of the framework to enhance the conception of work motivation.

7. Conclusions

This study has utilized a multilevel framework to examine the influence of psychological needs and social context on work motivation. Through this research, a deeper understanding of the roles of competence, autonomy, and social relatedness, as well as social situations and cultural values on work motivation, is achieved. The contrary findings call for integrating other concepts and approaches towards a more comprehensive knowledge of work motivation.

Along with the theoretical contribution, the study’s findings offer practical implications. The satisfaction of psychological needs promotes self-motivation, which creates positive outcomes. Hence, organizations can provide programs and activities to promote employees’ autonomy and social relatedness as this will enhance their work motivation. Employee empowerment can be advocated by encouraging them to make their own decisions at the workplace, providing constructive criticisms rather than instilling the fear of failure. Additionally, managers should encourage solidarity, support, and mutual care among employees. Putting more weight on employees’ fulfillment of needs will further increase employees’ motivation, thereby diminishing costs related to stress or turnover [ 50 ]. To establish a novel mechanism towards promoting work motivation in the entire nation, the government should pay attention to the political structure and conditions that encourage citizens’ participation. Additionally, a culture of humane orientation should be promoted in the workplace and society so that solidarity, kind assistance, and altruism among communities as well as among individuals can be strengthened. For instance, teamwork should be encouraged for employees to help each other overcome difficulties at the workplace or share responsibilities with their colleagues. This will motivate people to work harder for collective goals, contributing to the development of organizations.

Author Contributions

Conceptualization, T.T.D.V. and K.V.T.; data collection, T.T.D.V.; methodology, T.T.D.V. and K.V.T.; formal analysis, T.T.D.V. and K.V.T.; resources, K.V.T. and C.-W.C.; writing-original draft, T.T.D.V. and K.V.T.; writing-review, editing & proofreading, T.T.D.V., K.V.T. and C.-W.C.; visualization, K.V.T.; supervision, K.V.T. and C.-W.C.; project administration, K.V.T. All authors have read and agreed to the published version of the manuscript.

This paper does not receive funding from any individuals or organizations.

Institutional Review Board Statement

Not applicable.

Informed Consent Statement

Data availability statement, conflicts of interest.

The authors declare no conflict of interest.

Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations.

• Open access
• Published: 18 April 2024

Relationship between resilience at work, work engagement and job satisfaction among engineers: a cross-sectional study

• Bassma Abdelhadi Ibrahim 1 &
• Sarah Mohamed Hussein 1  

BMC Public Health volume  24 , Article number:  1077 ( 2024 ) Cite this article

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Metrics details

Workplace challenges can negatively affect employees and the organization. Resilience improves work-related outcomes like engagement, satisfaction, and performance. Gaps exist in studying resilience at work, particularly in relation to engagement and satisfaction. Therefore, this study aims to investigate relationship between Resilience at Work, Work Engagement and Job Satisfaction among engineers in an Egyptian Oil and Gas Company.

It was a cross-sectional study. The target population was the engineers who are working in Egyptian Oil and Gas Company. The study was performed on 100 engineers. Participants were enrolled by simple random sampling technique via an online questionnaire. The study was conducted from May 2023 to the end of September 2023. The data were collected in the duration of June to August 2023. Data was obtained through a structured and personally accomplished questionnaire, which was disseminated electronically via email. The questionnaire comprises of personal information, work experience, a Resilience at Work scale consisting of 20 items, the Utrecht Work Engagement Scale with nine items to evaluate work engagement, and the 20-item Short-Form Minnesota Satisfaction Questionnaire was utilized to determine employee satisfaction. The bivariate analysis employed independent samples t-test and Mann-Whitney U test. The associations between scores were measured by Spearman rho correlation. Simple linear and multiple linear regressions were used to predict work engagement and job satisfaction.

A statistically strong positive correlation was observed among all the aspects of work engagement, including vigor, absorption, and dedication. This study demonstrated a significant correlation between resilience and work engagement ( r  = 0.356, p  < 0.05). There was a strong correlation between resilience and job satisfaction ( r  = 0.608, p  < 0.05). A significant moderate correlation was determined between job satisfaction and work engagement ( r  = 0.396, p  < 0.05). Both gender with a female coefficient of -15.517, and resilience with a coefficient of 0.235 significantly predicted work engagement. Whereas, the significant predictors of job satisfaction were resilience (β = 0.294), and work engagement (β = 0.283).

Conclusions

Resilience greatly affects work engagement and job satisfaction. Thus, organizations need to promote resilience in employees to create a positive work environment and increase productivity.

Peer Review reports

Resilience has become an essential element in the success and well-being of employees in today’s fast-paced and demanding work environment. This is especially evident in high-pressure industries like oil and gas sector. Most oil and gas industry workers experience various stressful conditions and encounter numerous challenges and pressures in their daily work, impacting their health [ 1 , 2 , 3 ].

The Oil and Gas industry is widely recognized for its challenging and hazardous work environment in terms of safety and occupational risks. Consequently, employees in this field especially engineers frequently encounter intricate obstacles such as working under immense pressure, complying with strict safety protocols, meeting tight project timelines, and keeping up with evolving technologies and market dynamics. An Egyptian survey conducted on a group of 409 workers in the oil and gas industry showed that the work environment had a high level of psychosocial hazards, as well as mild levels of anxiety and moderate levels of depression and stress [ 4 ]. Similar studies in Nigeria and Iran also found high levels of occupational stress among employees in the Oil and Gas industry [ 5 , 6 ]. One important factor that has been found to be crucial to deal with these challenges and stress is the development of resilience and positive psychological well-being among employees. This is necessary to ensure operational efficiency, safety, and overall wellness for professionals in the industry.

Resilience is commonly referred to as the ability to recover from adversity, conflict, or failure. It can also apply to positive events, progress, and increased responsibilities. So, resilient employees have better awareness and ability to be more flexible, improvise, and adjust quickly to change [ 2 ]. Resilience has a positive impact on work outcomes like engagement, satisfaction, and performance [ 7 , 8 , 9 ]. Resilient personnel could create a problem-solving pattern that allows them to contribute best to their workplace. Also, resilient individuals are successful in dealing with workplace adversity, producing persistent and favorable work attitudes leading to engagement [ 10 ].

Work engagement is a state of mind that involves concentration, energy, and enthusiasm in one’s work. It is described as being vigorous, dedicated, and absorbed. It is beneficial for both individuals and organizations as it promotes motivation and commitment [ 10 , 11 ]. In Indonesia, a study conducted among 205 respondents working as merchandisers in Fast Moving Consumer Goods field under outsourcing companies demonstrated a positive association between employee resilience and work engagement ( r  = 0.346, p  < 0.01). The findings showed that employees who possess high resilience levels tend to exhibit greater work engagement [ 12 ]. Another study by Aggarwal (2022) unveiled a significant correlation between resilience and work engagement among employees ( r  = 0.024, p  < 0.05) suggesting that resilience and work engagement are interrelated and have a mutual impact on each other [ 13 ]..

Furthermore, resilience not only serves as a protective factor, but it can also influence employee job satisfaction. Job satisfaction can be defined as a positive feeling about one’s job as an outcome of an individual’s perception and evaluation of his work. Its level is closely associated with employee motivation and productivity [ 14 ]. An Iranian study conducted among employees of an Iranian petrochemical company revealed that the level of employees’ job satisfaction was moderate [ 6 ]. Also, a research conducted by Bernard (2021) aimed to investigate the connections between resilience, job satisfaction, and anticipated turnover among chief nursing officers throughout the United States and found a significant link between resilience and job satisfaction, with a positive correlation coefficient of 0.28 [ 15 ].

While there is existing literature on resilience, work engagement, and job satisfaction in various industries, there is a significant research gap in specifically addressing these constructs within the unique context of the oil and gas industry. Furthermore, in this context understanding engineers’ resilience, work engagement, and job satisfaction as well the factors that contribute to them is essential for maintaining a highly skilled and motivated workforce [ 2 ]. So, this study aims to investigate the complex relation between resilience, work engagement, and job satisfaction among engineers working in the oil and gas company with core concerns revolving around understanding how resilience affects work engagement and job satisfaction, and how these relationships manifest within this organizational setting. This study holds significant implications for both organizational leaders and employees. By gaining insights into the interplay of these constructs, organizations can develop targeted interventions and strategies to enhance employee well-being and performance, leading to a more resilient and satisfied workforce. The subsequent sections of this research will begin by the methodological approach employed in this study. Following this, the findings and their implications will be discussed, concluding with recommendations for future research and practical applications.

Study design

It was a cross-sectional study to examine the relation between workplace resilience, work engagement and job satisfaction. The study was conducted from May 2023 to the end of September 2023. The data were collected in the duration of June to August 2023.

The study was carried out on engineers working in an Egyptian Oil and Gas Company. Among the 3,000 employees working in the Egyptian Oil and Gas Company, 500 were engineers.

Inclusion criteria

Both males and females with the job title “engineer” and who graduated from the faculties of Engineering, Science, and Computers and Information were eligible to participate in the study.

Exclusion criteria

New engineers hired for less than a year, part-time engineers were excluded from the population.

Sample size

G*Power 3.1.9.7 software calculated sample size using exact test family, two tails, and the α error was determined at 0.05 and power = 0.80, r = correlation ρ H1 was determined twice based on correlation between resilience at work and job satisfaction ( r  = 0.28) [ 15 ],, and correlation between resilience and work engagement ( r  = 0.346) [ 12 , 16 ].

After estimation of the sample size for each outcome, the largest sample size = 97 participants. We added 10% of the sample size to adjust for non-response, so the sample size was raised into108 participants. The questionnaire was sent to those engineers, only 100 engineers responded and agreed to participate in the study which covers the required sample. So, the final recruited number of participants were 100 engineers, which represents 92.5% response rate.

Sampling technique

Engineers were recruited into the study by simple random sampling. A sampling frame of all eligible engineers was formulated by contacting the human resources department. By random generator of SPSS software program version 22, the authors selected the chosen engineers. Through the technology information department, the authors received the email addresses of the engineers. The authors sent invitations to the chosen engineers including the titles of the study, its purpose researchers’ contact information, and informed consent. By accepting the informed consent, the respondents took part in the research.

Tool of data collection

We gathered data by using a well-structured and self-administered questionnaire. The structure of the study consisted of four distinct sections. Three tools used to assess resilience, work engagement and job satisfaction are valid and reliable tools [ 17 , 18 , 19 ]. The initial section encompassed personal data, while the second section evaluated resilience by using the Resilience at Work (RAW) scale created by Winwood et al. (2013) [ 17 ]. This scale consisted of 20 items and employed a seven-point Likert scale for rating. The scores on the scale ranged from 1, indicating strong disagreement, to 7, indicating strong agreement. It is reliable instrument as the calculated Cronbach’s alpha = 0.94.

The third section explored work engagement, utilizing the nine-item Utrecht Work Engagement Scale (UWES) established by Schaufeli et al. (2006) [ 18 ]. This scale encompassed the three aspects of work engagement: vigor, absorption, and dedication. The scoring of responses is done on a 6-point Likert scale that ranges from ‘0’ (never) to ‘6’ (always), with a reliability coefficient of α = 0.96. Lastly, the assessment of job satisfaction involved the utilization of the Minnesota Satisfaction Questionnaire (twenty-item Short-Form) (MSQ). The items on this scale were rated on a five-point Likert scale, with 1 indicating very dissatisfied and 5 indicating very satisfied. Item responses were aggregated to create a total score, where lower scores indicated lower levels of job satisfaction [ 19 ]. The MSQ is a reliable questionnaire whereas the calculated Cronbach’s alpha for MSQ was 0.91.

The original questionnaire in English was bidirectionally “back–back” translated into Arabic. The English-to-Arabic translation was first done by a bilingual translator. Face validity of the Arabic translated version was tested whereas it was reviewed by another bilingual translator for accuracy. Discrepancies resolved through discussion. The questionnaire was back-translated from Arabic to English by a third translator. Adjustments are made to ensure meaning is preserved. A pilot study was carried out on 10 engineers to test the questionnaire to ensure language clarity and feasibility. Data from the pilot study was excluded from the final analysis. After performing any modification in the question’s language according to the pilot participants’ response. The final form of the translated questionnaire was distributed. It was an online Google form survey that was sent to the employees through their emails. The researchers will obtain the participants’ informed consent before starting to fill out the questionnaire.

Data management

The SPSS software program version 22 was utilized for data entry and statistical analysis. Qualitative variables were described in frequency and percentage form. While quantitative variables were summarized in the form of mean (standard deviation) or median (interquartile range). The normality of continuous data was tested by Kolmogorov-Smirnov test. The bivariate analysis employed independent samples t-test and Mann-Whitney U test. The associations between resilience, work engagement and job satisfaction scores were measured by Spearman rho correlation. Simple linear and multiple linear regressions were used to predict work engagement and job satisfaction. A significance level of p -value less than 0.05 was used to determine statistical significance.

This work has been carried out on 100 engineers working in Egyptian Oil and Gas Company. Table  1 displays the participants’ characteristics. Most were male (87%) and married (87%), had a university education (88%), and lived in urban areas (88%). The average work experience was 14.34 ± 5.93 years. Table  1 also shows the scores for resilience, work engagement, and job satisfaction: 109.25 ± 18.97, 39.82 ± 12.41, and 79.53 ± 11.67, respectively. The scores for vigor, absorption, and dedication were 12.88 ± 4.14, and 13.40 ± 4.38, 13.54 ± 4.50, respectively.

As seen in Fig.  1 , the median resilience score was 113.00 and the interquartile range (IQR) was 21.75. While the median work engagement score was 43.00 and the IQR was 20.75. However, the job satisfaction median and IQR were 80.00 and 14.75; respectively.

Box-and-whisker plot of resilience, work engagement, and job satisfaction scores ( n  = 100)

Table  2 summarizes the relation between the sociodemographic characteristics and the 3 parameters of the study. By using Mann-Whitney U test, the only significant factor was the gender for work engagement, whereas the work engagement was significantly higher among males 41.95 (11.54) than females 25. 54 (8.00).

As shown in Table  3 , there were significant correlations observed between resilience, work engagement, job satisfaction, and the subscales of work engagement such as vigor, dedication, and absorption. The correlation between resilience and work engagement was found to be significantly positive with a moderate correlation coefficient of rho = 0.356. Similarly, the correlation between work engagement and job satisfaction was also significant with a correlation coefficient of rho = 0.396. Furthermore, there was a strong correlation observed between resilience and job satisfaction (rho = 0.608). Additionally, all the subscales of work engagement showed a significant positive strong correlation.

Table  4 demonstrates the significant predictors of work engagement by simple linear and multiple linear regressions as follows: gender, (female coefficient = -16.416, 95% CI= -23.00 - -9.83, -15.517, 95% CI=-21.597 - -9.436; respectively), resilience (coefficient = 0.254, 95% CI = 0.133–0.375, 0.235, 95% CI= -21.597- -9.436; respectively).

With regards to job satisfaction predictors, as seen in Table  5 , resilience and work engagement were significant predictors, resilience coefficient by univariate analysis was 0.366, 95% CI = 0.266–0.465, and by multivariate regression was 0.294, 95% CI = 0.192–0.395. Moreover, the coefficients of work engagement were 0.457, 95% CI = 0.293–0.622 and 0.283, 95% CI = 0.128–0.438 by univariate and by multivariate analyses respectively.

Engineers in oil and gas industry may face high pressures at work due to ongoing global change, economic recession, and work intensification.These pressures can negatively impact their psychological and physical health, as well as their engagement at work. In this study, we aimed to examine the relation between resilience, work engagement, and job satisfaction among engineers working in an Egyptian gas and oil company.

This study therefore set out in a sample of 100 engineers. The mean age was 39.02 ± 6.92 years. The male gender constituted the majority (87%) of the sample population, while an equal proportion of the sample (87%) were reported to be married, and the sample’s educational attainment was a university education (88%). The mean duration of employment was 14.34 ± 5.93.

Resilience refers to individuals’ ability to effectively handle significant change, adversity, or risk by raising the threshold at which stress arousal occurs [ 20 , 21 ]. Based on the present study, the mean resilience score among the surveyed engineers was 109.25 ± 18.97. This indicates that, on average, the engineers in our study demonstrated a relatively high level of resilience. In contrast, an Ethiopian study examining burnout and resilience levels among healthcare professionals reported a lower mean resilience score compared to our study’s engineers, with a score of 78.36 ± 17.78 [ 22 ]. The difference can be explained by various factors. These factors include differences in the sampled populations, like the specific industry or qualifications of the engineers and the challenges faced by health professionals. Cultural and contextual factors, such as societal norms and work environments, may also have affected resilience levels differently in the two groups. Additionally, Chen et al. (2017) conducted a study on Canadian construction workers and found that higher resilience scores were linked to better stress management abilities at work [ 23 ].

Work engagement is made up of three dimensions: vigor, dedication, and absorption. Employees who are engaged demonstrate a high level of energy and mental resilience, and they willingly put in a significant amount of effort into their assigned tasks. Additionally, they express enthusiasm and take pride in their work [ 24 ]. In our study, the mean work engagement score among engineers was 39.82 ± 12.41. While, the mean job satisfaction score was 79.53 ± 11.67. Regarding, dimensions of work engagement, the most obvious finding was that vigor was strongly linked to both absorption and dedication ( r  = 0.835, 0.865, p  < 0.05), respectively. Also, a strong correlation was observed between dedication and absorption ( r  = 0.885, p  < 0.05). A similar finding has been identified by Abd Elhamed and Hessuin, (2022) who reported a significantly strong positive correlation between all features of work engagement vigor, dedication, and absorption [ 25 ].

Another important finding was the presence of a statistically significant and moderate correlation between resilience and work engagement ( r  = 0.356, p  < 0.05). The multivariate analysis further revealed that resilience significantly predicted work engagement, as indicated by the coefficient value (B = 0.235), indicating that engineers with higher levels of resilience were more likely to experience higher levels of work engagement. It is worth mentioning that vigor, absorption, and dedication exhibited significant correlations with resilience ( r  = 0.393, r  = 0.286, r  = 0.296, p  < 0.05), respectively. This can be clarified by referring to the conservation of resources theory (COR) which focuses on resources and suggests that individuals are motivated to protect and develop their personal resources in order to flourish and deal with stress. Individuals with high levels of personal resources are more likely to show resilience [ 26 ]. As a result, resilient individuals are better prepared to handle job demands and setbacks, preserving their resources and maintaining high levels of work engagement. Additionally, resilience can positively affect work engagement as they allow employees to maintain positive attitudes and create conditions that facilitate achieving goals, also enable individuals to appraise themselves and adapt to their environment effectively [ 10 ]. This association was confirmed in a study of German healthcare professionals, showing a significant link between resilience and work engagement [ 27 ]. Similarly, in a study conducted on 106 South African call center employees, Simons and Buitendach provided evidence of a statistically significant strong correlation between work engagement and resilience ( r  = 0.82, p  ≤ 0.01). In relation to the subscales of work engagement, They found a statistically significant correlation between vigor and resilience ( r  = 0.48, p  ≤ 0.01). A statistically significant link was also observed between dedication and resilience ( r  = 0.33, p  ≤ 0.01), while absorption showed a similar statistically significant correlation with resilience ( r  = 0.34; p  ≤ 0.01) [ 28 ]. In previous studies conducted by Malik and Garg (2018) focusing on Indian employees in the Information technology sector, as well as Abd Elhamed and Hessuin (2022) examining Egyptian nurses, a noteworthy correlation between work engagement and resilience was observed [ 2 , 25 ].

Contemporary evidence indicates that a significant relationship can be observed between resilience and work happiness, job satisfaction, job performance, and organizational commitment [ 21 , 29 , 30 ]. Interestingly, we also noticed a strong correlation ( r  = 0.608, p  < 0.05) between resilience and job satisfaction. This implies that as resilience is enhanced, job satisfaction also increases. It is worth noting that also resilience emerged as a significant predictor of job satisfaction (B = 0.294).

One potential reason is that resilience enables the maintenance of effective performance and the ability to deal with challenges. Additionally, it promotes the fulfillment of developmental objectives and is related to mental well-being and overall wellness. Accordingly, highly resilient people have good self-esteem and health and can handle work challenges well, leading to increased efficiency, productivity, and eventually job satisfaction. The relationship could also be clarified using the job demands-resources (JD-R) model. In this model, job characteristics are divided into job demands and resources. Job demands, such as workplace adversity and demands, along with job resources, like resilience, can predict a range of positive and negative job-related outcomes, including burnout and job satisfaction, as well as personal outcomes such as health and well-being [ 31 ]. Piotrowski et al. (2022) have employed a similar design to examine resilience, occupational stress, and job satisfaction among nurses and midwives in Poland during the Covid-19 pandemic. According to their findings, there is an average correlation between job satisfaction and resilience ( r  = 0.30, p  < 0.01). In addition, their study has identified resilience as a statistically significant predictor of job satisfaction (coefficient = 0.17, p  < 0.001) [ 14 ]. Similarly, Srivastava and Madan (2020) have investigated the relationship between resilience and career satisfaction among middle-level managers in private banks in India. They have discovered a significant association between resilience and job satisfaction (B = 0.22, p  < 0.01) [ 9 ]. Kim et al. (2011), Rahmawati (2013), Hudgins (2016), and Ghandi et al. (2017) have all found evidence to support the notion that there is a significant correlation between job satisfaction and resilience. These researchers have reported correlation coefficients of 0.380, 0.366, 0.51, and 0.56, respectively, all of which are statistically significant at p  < 0.05 [ 32 , 33 , 34 , 35 ]. Comparably, research conducted in Singapore revealed a strong correlation between resilience and the level of job satisfaction experienced by psychiatric nurses (B = 0.109, p  = 0.003) [ 36 ]. The varying degrees of correlations could be partly related to the nature of the job as well as different tools used to assess job satisfaction and resilience.

This study’s findings further indicated a significant moderate association between job satisfaction and work engagement ( r  = 0.396, p  < 0.05). In this study, vigor, dedication, and absorption had significantly moderate correlation with job satisfaction ( r  = 0.416, r  = 0.341, r  = 0.322, p  < 0.05), respectively. It is worth noting that work engagement was a significant predictor of job satisfaction (B = 0.283). This implies that engineers who were more involved in their work expressed greater levels of satisfaction with their job. Consequently, these findings highlight the significance of work engagement as a crucial factor in determining job satisfaction. A likely explanation for this might be that work engagement contributes to a sense of accomplishment, experience of personal growth and job enrichment as well as perceiving work as rewarding and meaningful, resulting in job satisfaction. Similarly, job satisfaction enhances motivation, commitment, and enthusiasm toward work, creating a positive environment. It leads to increased work engagement and a sense of belonging. Together, job satisfaction and work engagement create a positive cycle. Our findings align with the work done by Jenaro et al. (2011), which concluded that vigor and dedication were significantly linked to job satisfaction [ 37 ]. Similarly, a study in Turkey revealed that work engagement of certified public accountants is positively relate with job satisfaction demonstrating that employee’s higher resilience and work engagement were more satisfied with their job [ 38 ]. In line with the findings, a study by Ge et al. (2021) on Chinese healthcare workers also discovered that work engagement and job satisfaction are correlated ( r  = 0.525, p  < 0.01) [ 39 ].

Clearly, it is evident that comparable trends have been identified in numerous sectors in numerous research studies which have demonstrated a positive correlation between resilience, work engagement, and job satisfaction across various occupations. This suggests that these factors play a crucial role in overall job satisfaction and well-being. Moreover, despite the diverse demands and stressors faced by different professions, the overarching theme of the significance of resilience and work engagement in improving job satisfaction remains constant.

Regarding the relationship of sociodemographic and work-related characteristics with resilience, work engagement, and job satisfaction, this study showed that gender specifically being male was significantly associated with higher mean work engagement ( p  < 0.05). Additionally, in this study, the multivariate analysis revealed that among demographic and work-related variables only gender was a significant predictor of work engagement (female coefficient =-15.517). Males may seem more engaged at work for various reasons. Stereotypes and biases linking engineering to masculinity may deter women from pursuing careers in this field. Consequently, there may be fewer female engineers and potentially lower engagement levels among those who do enter the field. Furthermore, Societal expectations and traditional gender roles can hinder women from balancing work and family responsibilities, making it harder for them to fully engage in their careers.

However, this study has been unable to demonstrate associations between other sociodemographic, work-related characteristics, resilience, work engagement, and job satisfaction. The reason for this is not clear but it might be explained in this way; sociodemographic data (e.g., age, gender, education) and work duration may shed some light on individuals’ experiences, but they do not fully determine job satisfaction, resilience, or work engagement. Also, multiple factors, including the nature of the work, work-life balance, relationships with colleagues and supervisors, growth opportunities, and personal characteristics (e.g., psychological factors, emotional intelligence), can influence job satisfaction, resilience, as well as work engagement [ 40 ].

The objective of our research was to examine the relationship between resilience, work engagement, and job satisfaction among engineers in an Oil and Gas company. By investigating these relationships, we aimed to provide insights into the factors that contribute to engineers’ job satisfaction within this specific industry context. Our findings successfully addressed this objective and shed light on the interplay between resilience, work engagement, and job satisfaction among engineers. Therefore, the results of our study have important implications for occupational psychology. Our research provides evidence of the relationship between resilience, work engagement, and job satisfaction, which improves our understanding of these concepts. The findings also emphasize the significance of resilience and work engagement in boosting job satisfaction for engineers. Accordingly, it is crucial to the Oil and Gas sector which is a high-pressure industry to implement strategies to support and enhance these factors among its employees by offering opportunities for growth, and creating a supportive work environment.

Study limitations

While this study sheds light on the link between resilience, work engagement, as well as job satisfaction, several limitations should be acknowledged. Firstly, this study utilized a cross-sectional survey design, which makes it challenging to establish causal relationships among the variables. To address this issue, future research should employ longitudinal designs to examine the temporal relationships between these variables. Secondly, the study was performed within a specific oil and gas company, limiting the generalizability of the findings to other organizations within the industry or to engineers in different sectors. Further research should explore these relationships in diverse companies and industries to provide a broader understanding of the associations between resilience, work engagement, and job satisfaction. Thirdly, the data were gathered through self-report measures, which may introduce information bias. Future research could incorporate objective measures or multiple sources of data to enhance the validity of the findings.

In conclusion, our study highlights the positive associations between resilience, work engagement, and job satisfaction among engineers within an Oil and Gas company with resilience was a significant predictive factor of both work engagement and job satisfaction. Additionally, this study indicates a significant positive correlation between work engagement and job satisfaction, highlighting the crucial role of resilience and work engagement in fostering job satisfaction among employees.

Recommendations

Overall, this research strengthens the idea that organizations particularly in the Oil and Gas sector should prioritize initiatives and programs that focus on improving the resilience of their staff members. This can involve providing resources for stress management, workshops or training to enhance resilience, and promoting a culture that values emotional well-being and personal growth. Furthermore, it is recommended that companies actively promote work-life balance in order to assist employees in building and sustaining resilience and engagement at work, with a particular emphasis on female workers. In the future. Longitudinal studies could be conducted to examine the causal relationships between resilience, work engagement, and job satisfaction among engineers in the Oil and Gas industry. Moreover, qualitative research could be employed to delve into the specific mechanisms and factors that contribute to resilience and work engagement within this particular industry. Lastly, it would be beneficial to examine the effects of organizational interventions and support systems on resilience, work engagement, and job satisfaction in order to develop evidence-based practices and policies.

Data availability

The datasets utilized and/or analyzed in the present study can be accessed by reaching out to the corresponding author through a reasonable inquiry.

Abbreviations

Resilience at Work

Utrecht Work Engagement Scale

Minnesota Satisfaction Questionnaire

Standard Deviation

Interquartile Range

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Both authors, BAI and SMH, actively participate in the selection of the topic, formulation of the research proposal, and collection of data. SMH takes charge of analyzing the data and composing the results, while BAI assumes responsibility for writing the discussion. The manuscript is a collaborative effort between both authors, who diligently work together to ensure its quality. Furthermore, they thoroughly review and give their approval to the final version.

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Ibrahim, B.A., Hussein, S.M. Relationship between resilience at work, work engagement and job satisfaction among engineers: a cross-sectional study. BMC Public Health 24 , 1077 (2024). https://doi.org/10.1186/s12889-024-18507-9

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Module 6: Designing a Motivating Work Environment

6.7 optional case study: motivation at xerox.

Figure 6.11 Anne Mulcahy, Former Xerox Chairman of the Board (left), and Ursula Burns, Xerox CEO (right) Source: Photo courtesy of Xerox Corporation.

As of 2010, Xerox Corporation (NYSE: XRX) is a $22 billion, multinational company founded in 1906 and operating in 160 countries. Xerox is headquartered in Norwalk, Connecticut, and employs 130,000 people. How does a company of such size and magnitude effectively manage and motivate employees from diverse backgrounds and experiences? Such companies depend on the productivity and performance of their employees. The journey over the last 100 years has withstood many successes and failures. In 2000, Xerox was facing bankruptcy after years of mismanagement, piles of debt, and mounting questions about its accounting practices.

Anne Mulcahy turned Xerox around. Mulcahy joined Xerox as an employee in 1976 and moved up the corporate ladder, holding several management positions until she became CEO in 2001. In 2005, Mulcahy was named by Fortune magazine as the second most powerful woman in business. Based on a lifetime of experience with Xerox, she knew that the company had powerful employees who were not motivated when she took over. Mulcahy believed that among other key businesses changes, motivating employees at Xerox was a key way to pull the company back from the brink of failure. One of her guiding principles was a belief that in order to achieve customer satisfaction, employees must be interested and motivated in their work. Mulcahy not only successfully saw the company through this difficult time but also was able to create a stronger and more focused company.

In 2009, Mulcahy became the chairman of Xerox’s board of directors and passed the torch to Ursula Burns, who became the new CEO of Xerox. Burns became not only the first African American woman CEO to head a Standard & Poor’s (S&P) company but also the first woman to succeed another woman as the head of an S&P 100 company. Burns is also a lifetime Xerox employee who has been with the company for over 30 years. She began as a graduate intern and was hired full time after graduation. Because of her tenure with Xerox, she has close relationships with many of the employees, which provides a level of comfort and teamwork. She describes Xerox as a nice family. She maintains that Mulcahy created a strong and successful business but encouraged individuals to speak their mind, to not worry about hurting one another’s feelings, and to be more critical.

Burns explains that she learned early on in her career, from her mentors at Xerox, the importance of managing individuals in different ways and not intentionally intimidating people but rather relating to them and their individual perspectives. As CEO, she wants to encourage people to get things done, take risks, and not be afraid of those risks. She motivates her teams by letting them know what her intentions and priorities are. The correlation between a manager’s leadership style and the productivity and motivation of employees is apparent at Xerox, where employees feel a sense of importance and a part of the process necessary to maintain a successful and profitable business. In 2010, Anne Mulcahy retired from her position on the board of directors to pursue new projects.

Discussion Questions

• How do you think Xerox was able to motivate its employees through the crisis it faced in 2000?
• How does a CEO with such a large number of employees communicate priorities to a worldwide workforce?
• How might Ursula Burns motivate employees to take calculated risks?
• Both Anne Mulcahy and Ursula Burns were lifetime employees of Xerox. How does an organization attract and keep individuals for such a long period of time?
• An Introduction to Organizational Behavior. Authored by : Anonymous. Provided by : Anonymous. Located at : http://2012books.lardbucket.org/books/an-introduction-to-organizational-behavior-v1.1/ . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike

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