Co esponding au ho : Diese , Ka l-Heinz.
Copy igh © 2025 Au ho (s) e ain he copy igh o his a icle. This a icle is published unde he e ms o he C ea i e Commons A ibu ion License 4.0.
S a egies o inc ease employee mo i a ion in public adminis a ion
Diese , Ka l-Heinz *
Eu opean Poly echnical Uni e si y, EPU G een Ene gy, Pe nik, Bulga ia.
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(02), 1155-1163
Publica ion his o y: Recei ed on 31 Ma ch 2025; e ised on 06 May 2025; accep ed on 09 May 2025
A icle DOI: h ps://doi.o g/10.30574/wja .2025.26.2.1787
Abs ac
This hesis examines he heo e ical signi icance o employee mo i a ion in he public sec o agains he backd op o
cu en challenges such as demog aphic change and inc easing s a sho ages. In iew o ising luc ua ion a es,
mo i a ion is seen as a key success ac o o pe o mance and inno a ion in he public sec o . The aim o he s udy is
o analyze he ele ance o indi idual mo i es and si ua ional incen i es o he de elopmen and main enance o
mo i a ion in he con ex o public adminis a ions.
Me hodologically, he wo k is based on a sys ema ic li e a u e e iew wi h a ocus on scien i ic sou ces om he
Eu opean Economic A ea. The ocus is on a hema ic syn hesis o ele an heo e ical and empi ical con ibu ions o
mo i a ion heo y. Pa icula a en ion is paid o he c i ical classi ica ion o Maslow's py amid o needs. Based on hese
app oaches, an ex ended mo i a ion model is de eloped ha akes in o accoun cu en wo k-cul u al condi ions and
di e en ia ed employee needs. The s udy is conduc ed in acco dance wi h scien i ic quali y c i e ia and leads o a
hypo hesis-o ien ed discussion. The cen al assump ion is ha inc eased luc ua ion is associa ed wi h a decline in
employee mo i a ion. The esul s sugges ha mo i a ion in he public sec o canno be p omo ed by s uc u al
incen i e sys ems alone, bu ha an in eg a i e app oach is equi ed ha includes bo h indi idual disposi ions and
o ganiza ional amewo k condi ions. The a icle hus makes a con ibu ion o he u he de elopmen o mo i a ion-
p omo ing pe sonnel s a egies in he public sec o .
Keywo ds: Employee Re en ion; Public Adminis a ion; Mo i a ion; Tu no e ; Maslow
1. In oduc ion
Mo i a ion is a key ac o in pe sonnel de elopmen in he public sec o (c . Haus 2025) and is a cen al d i e o human
ac ion. I ac s as a s imulus o goal o ien a ion and ensu es ha indi iduals ca y ou goal-o ien ed ac i i ies e en when
mo e pleasan al e na i es a e a ailable (c . Con e 2023). Employee mo i a ion plays a pa icula ly impo an ole in
he con ex o employe esponsibili y. Success is di ec ly linked o he le el o employee mo i a ion. This insigh applies
no only o p i a e sec o o ganiza ions (c . May ho e e al. 2023), bu also o he same ex en o he public sec o , which
is inc easingly con on ed wi h a g owing pe sonnel gap (c . Kanning 2025).
Mo i a ion depends on a ious ac o s. A key challenge is o mo i a e exis ing s a despi e he addi ional bu den o s a
sho ages and a he same ime o c ea e an ex e nal image ha posi ions he public se ice sec o as an a ac i e
employe o po en ial skilled wo ke s (c . Dindo 2023).
Maslow's py amid o needs is an es ablished model ha is s ill used in many a eas. Ne e heless, he model has been
c i icized se e al imes, as i s assump ions a e some imes conside ed ou da ed and no uni e sally applicable. C i ics
complain in pa icula ha he hie a chical, py amidal ep esen a ion does no adequa ely e lec he complexi y o
human needs and neglec s he in e ac ions be ween he indi idual le els. In addi ion, in iew o in e cul u al and
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indi idual di e ences, i seems ques ionable whe he a igid hie a chy ac ually applies o all people (c . Becke 2025).
This p oblem gi es ise o he ollowing ques ion, which his a icle aims o cla i y: To wha ex en can wo k mo i a ion
in he public sec o be explained by an ex ended model o Maslow's hie a chy o needs, aking in o accoun indi idual
mo i es and si ua ional incen i es, and wha in luence does i ha e on he u no e o skilled wo ke s?
2. Ma e ial and me hods
This a icle is based on a sys ema ic li e a u e e iew as he p ima y esea ch me hod. The ocus is on he e alua ion o
ele an scien i ic li e a u e om he Eu opean Economic A ea ha deals wi h employee mo i a ion in he con ex o
public adminis a ion. The aim o his me hodological app oach is o eco d he cu en s a e o esea ch in a heo y-
based manne , iden i y key in luencing ac o s and p o ide a well- ounded answe o he esea ch ques ion o mula ed
a he beginning.
The li e a u e analysis is based on a con en - ela ed and hema ic syn hesis p ocedu e, supplemen ed by a c i ical
e lec ion o he iden i ied e alua ions, aking in o accoun common scien i ic quali y c i e ia (objec i i y, alidi y,
eliabili y). As pa o he analysis, an ex ended explana o y model is de eloped ha concep ually supplemen s
Maslow's py amid o needs and adap s i o cu en wo k-psychological and o ganiza ional condi ions.
The me hodological app oach is heo e ical and deduc i e. Based on he analyzed li e a u e, a hypo hesis-o ien ed
discussion akes place in he concluding pa o he hesis. The cen al assump ion he e is ha he e is a nega i e
co ela ion be ween he le el o employee u no e and he ex en o employee mo i a ion. The discussion aims o
heo e ically subs an ia e his hypo hesis and de i e implica ions o pe sonnel de elopmen s a egies in he public
sec o .
3. Resul s
A key sho coming in cu en esea ch is he limi ed adap abili y o exis ing models o di e se and luc ua ing emo ional
inpu s in eal educa ional con ex s. Mos models a e no able o con inuously adap hei s a egies based on eal- ime
emo ional eedback. This gap highligh s he need o mo e dynamic sys ems ha can p ocess complex emo ional da a
and p o ide pe sonalized lea ning suppo in eal ime (c . Con ea e al. 2024). In o de o a oid ambigui y and o
sha pen he hema ic unde s anding, key e ms ha a e o pa icula ele ance in he con ex o his a icle a e
explained below.
Mo i a ion e e s o he en i e y o psychological p ocesses ha ini ia e, con ol and main ain he goal-o ien ed
beha io o indi iduals (c . Bak 2024). I ep esen s an inne d i e ha causes people o di ec hei ene gy and beha io
owa ds achie ing speci ic goals. Mo i a ional p ocesses a e essen ially shaped by indi idual disposi ions, such as
pe sonali y ai s, biog aphical expe iences and si ua ional ac o s. As a esul , mo i a ion exhibi s in e -indi idual
a iance and is con ex -dependen , as i a ises dynamically in he in e ac ion be ween he pe son and hei en i onmen
(c . WeKa 2025).
Ex insic mo i a ion occu s when goal-o ien ed beha io is p ima ily igge ed and main ained by ex e nal s imuli.
These incen i es o igina e om he social o ma e ial en i onmen and a e aimed a achie ing posi i e consequences -
such as ewa ds - o a oiding nega i e sanc ions (c . Lindne -Lohmann 2023). Ex e nal sou ces o mo i a ion include
bo h ma e ial incen i es, such as inancial ewa ds, bonus paymen s o p omo ions, and imma e ial ac o s, such as
social ecogni ion, s a us gains o symbolic app ecia ion.
Cen al o he e ec i eness o ex insic incen i e sys ems is hei i wi h he desi ed beha io and a ela ionship
be ween pe o mance and ewa d ha is pe cei ed as ai . In an o ganiza ional con ex , ex insic incen i es ac as a
s a egic managemen ool o speci ically p omo e desi ed beha io s. Fo example, a pe o mance- ela ed commission
can be used in a a ge ed manne o in ensi y o pe pe ua e ce ain beha io s (c . LPB 2023). In insic mo i a ion
desc ibes a mo i a ional s a e in which ac ions a e no ca ied ou due o ex e nal incen i es, bu ou o an inne need
(c . Leppe e al. 2022). The ocus he e is on he ac i i y as such, which is expe ienced as sa is ying, meaning ulness o
joy ul. The mo i a ion is ed by pe sonal in e es , cu iosi y, a sense o compe ence o he pu sui o sel - ealiza ion and
au onomy (c . Fiske 2024).
In con as o ex insic mo i a ion, he d i e he e lies in he ac i i y i sel , no in he p ospec o ex e nal ewa ds.
In insically mo i a ed indi iduals o en show a high deg ee o pe se e ance, de e mina ion and commi men , e en
unde challenging condi ions. Such mo i a ional p ocesses a e conside ed o be pa icula ly s able and sus ainable, as
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hey a e based on a deep pe sonal meaning ulness o he ac ion and a e no dependen on ex e nal con ingencies (c .
Leppe e al. 2022).
In mo i a ional psychology, mo i es a e unde s ood as s able, psychological disposi ions ha in luence and con ol he
beha io o indi iduals in speci ic si ua ions. They unc ion as in e nal o ien a ion a iables ha guide ac ions owa ds
ce ain a ge s a es and hus ep esen a cen al basis o goal-o ien ed beha io . Acco ding o Vaculiko a (2025), h ee
undamen al mo i e classes can be dis inguished wi hin mo i a ional psychology esea ch, which a e conside ed
pa icula ly ele an o ac ion:
• The achie emen mo i e (s i ing o success and compe ence)
• The powe mo i e (need o in luence and con ol)
• The a ilia ion mo i e (s i ing o social ies and a ilia ion)
Employee mo i a ion is a key ac o in o ganiza ional pe o mance and is conside ed an essen ial componen o
success ul HR and managemen s a egies (c . May ho e e al. 2023). All h ee mo i es a e ele an he e. Howe e , he
employee decides which mo i e is mos impo an o hem. This is no a s a ic o di ec ly measu able phenomenon, bu
a heo e ical cons uc ha can only be in e ed h ough obse able beha io . Mo i a ion mani es s i sel , o example,
in goal-o ien ed, pe sis en o commi ed ac ion, bu is always con ex -dependen and subjec o si ua ional luc ua ions
(c . Glebbeek 2025).
F om he pe spec i e o mo i a ional psychology, mo i a ion a ises om he ension be ween indi idual mo i es and
ex e nal incen i es. Mo i es e e o disposi ional, ela i ely s able mo i es, such as he pu sui o achie emen ,
ecogni ion, secu i y o social a ilia ion (c . Bak 2024). They o m he inne basis o willingness o ac and goal
o ien a ion. Incen i es, on he o he hand, a e si ua ional en i onmen al ac o s - such as mone a y compensa ion,
social es eem, oppo uni ies o ad ancemen o a suppo i e wo k en i onmen - ha make ce ain beha io s appea
a ac i e (c . Haus 2025).
Mo i a ion he e o e a ises om he mu ual i be ween an indi idual's pe sonal mo i es and he incen i es p o ided
in he o ganiza ional con ex . This in e ac ion can be o malized. Mo i a ed beha io only esul s i bo h mo i es and
incen i es a e p esen o a su icien deg ee. I one o he wo ac o s is missing, mo i a ion ails o ma e ialize. This
in e ac ion model unde lines he need o a di e en ia ed, con ex -sensi i e design o wo king condi ions in o de o
sys ema ically p omo e indi idual mo i a ion.
𝑃𝑒𝑟𝑠𝑜𝑛𝑎𝑙 𝑚𝑜𝑡𝑖𝑣𝑒𝑠 𝑥 𝐸𝑛𝑣𝑖𝑐𝑜𝑛𝑚𝑒𝑛𝑡𝑎𝑙 𝑖𝑛𝑐𝑒𝑛𝑡𝑖𝑣𝑒𝑠 = 𝑀𝑜𝑡𝑖𝑣𝑎𝑡𝑒𝑑 𝑏𝑒ℎ𝑎𝑣𝑖𝑜𝑟
Fo mula 1 : Mo i a ion unc ion
Sou ce: Own ep esen a ion
In an o ganiza ional con ex , mo i a ion can be heo e ically di e en ia ed in o wo basic ca ego ies: in insic and
ex insic mo i a ion (c . A chi e s 2024). This dis inc ion is based on he o igin o he d i e o pe o m a ce ain
beha io . In insic mo i a ion a ises om he indi idual hemsel es and is cha ac e ized by a genuine in e es o he
expe ience o meaning ulness and sel - ealiza ion in he ac i i y. In con as , ex insic mo i a ion esul s om ex e nal
s imuli such as ewa ds, sanc ions o social expec a ions (c . Bak 2024).
Empi ical e alua ions sugges ha in insic mo i a ion is mo e s able and has a mo e long- e m e ec han ex insic
mo i a ion. I co ela es signi ican ly wi h inc eased job sa is ac ion, g ea e commi men and s onge iden i ica ion
wi h he asks pe o med and o ganiza ional goals (c . Vaculiko a 2025). Agains his backg ound, he p omo ion o
in insic mo i a ion p ocesses in o ganiza ions is o pa icula impo ance, especially wi h ega d o sus ainable
mo i a ion and pe sonal commi men .
Companies and o ganiza ions, including public employe s, pu sue he goal o main aining he pe o mance o hei
employees a a high le el. In his con ex , job sa is ac ion plays a cen al ole, as i is de e mined by bo h in insic and
ex insic in luencing ac o s (c . Lindne -Lohmann 2023). Among o he hings, job sa is ac ion is c ea ed by app op ia e
wo king condi ions, anspa en communica ion, ai pay and a suppo i e wo king a mosphe e (c . WeKa 2025). A
heal hy wo king en i onmen helps o ensu e ha employees a e in balance bo h physically and men ally. Companies
ha succeed in c ea ing a posi i e wo king a mosphe e gene ally ha e lowe s a u no e a es and a lowe p e alence
o psychological s ess symp oms such as bu nou (c . Hau e 2022).
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Maslow's hie a chy o needs as an analy ical model o human mo i a ion: posi i e and nega i e mo i es in he con ex
o basic psychological needs. Ab aham Maslow's hie a chy o needs is one o he mos in luen ial heo e ical models in
mo i a ional psychology. I classi ies human needs in o i e hie a chically a anged le els, s a ing wi h basic
physiological needs and ending wi h sel -ac ualiza ion as he highes exp ession o indi idual de elopmen , and was
i s p esen ed in 1943 (c . Maslow 1943). Despi e i s widesp ead dissemina ion and ecep ion in esea ch and p ac ice,
he model has long been he subjec o c i ical deba e, pa icula ly wi h ega d o i s uni e sal alidi y and empo al
app op ia eness. While Maslow explains human beha io p ima ily h ough g ow h-o ien ed and posi i ely di ec ed
mo i a ions, i is inc easingly emphasized ha wi hin each s age, de ici -o ien ed o a oidance-based mo i es can also
be iden i ied, which ha e a signi ican code e mina ion e ec on beha io (c . Becke 2025). This di e en ia ed iew
allows he py amid o needs o be in e p e ed no only as an idealized upwa d mo emen , bu also as a complex ield o
ension be ween de iciency and g ow h needs (c . Kanning 2025).
In he con ex o cu en esea ch, Qua isha (2025) p oblema izes he applicabili y o Maslow's model, pa icula ly in
he con ex o humani a ian c ises. He shows ha basic needs, such as sa e y and physical in eg i y, o en canno be me
in c isis con ex s. This undamen ally calls in o ques ion he p ac icali y and uni e sal ans e abili y o he hie a chical
model (c . Quan isha 2025).
Wo k-li e balance is inc easingly becoming a cen al mega end in he wo ld o wo k. I desc ibes he desi e o s ike a
balance be ween wo k, p i a e li e, amily and pe sonal heal h (c . SHRM 2025). In iew o demog aphic change and he
associa ed s a sho age, i is essen ial o companies o de elop app op ia e concep s in o de o emain compe i i e
and a ac i e as an employe in he long e m (c . Dindo 2023).
Sou ce: Own ep esen a ion
Figu e 1 Mo i a ional Dynamics in Human Needs
Figu e 3 shows he balance be ween wo k and p i a e li e. In esponse o his c i icism, al e na i e concep ualiza ions
ha e been p oposed. One sugges ion is o di ide he needs in o ou equally weigh ed unc ional ca ego ies ("qua iles")
a he han in hie a chical o de . This o m o p esen a ion is in ended o do be e jus ice o he complex, con ex -
dependen eali y o human needs. A co esponding isualiza ion o his classi ica ion can be ound in he ollowing
igu e.
The modi ied di ision o human needs in o ou unc ional qua iles allows a mo e di e en ia ed iew o mo i a ional
p ocesses han Maslow's classic hie a chy and p esen s he needs in a mo e con empo a y way.
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• The i s qua ile (Fea o S a a ion) ocuses on basic physiological needs ha ensu e su i al (c . Ebe z &
An oni 2021). Posi i e mo i es a e exp essed he e in he pu sui o ood, luids and p o ec ion, while nega i e
d i es such as ea o dep i a ion can lead o impulsi e o isky beha io .
• The second qua ile (su i al) comp ises secu i y needs ha ela e o physical and psychological s abili y. The
need o o de , s uc u e and eliabili y has a posi i e e ec . In con as , ea s o h ea o loss o con ol can
lead o wi hd awal o o e p o ec i e beha io (c . Hansen & Amabile 2024).
• Social needs such as a achmen , accep ance and belonging a e loca ed in he hi d qua ile (pe ec ional). The
desi e o in e pe sonal closeness mo i a es in eg a ion in o g oups and p osocial beha io (c . Zhang e al.
2023). Isola ion and social ejec ion, on he o he hand, can p omo e emo ional dependence o un e lec ed
adap a ion o social no ms (c . Fiske 2024).
• The ou h qua ile (pe sonal g ow h) desc ibes he pu sui o sel -ac ualiza ion, pe sonal de elopmen and
c ea i e de elopmen (c . Maslow 1943). Posi i e cha ac e is ics can be seen in in insic goal o ien a ion and
sel - e lec ion. Nega i e endencies can mani es hemsel es in ea o ailu e, pe ec ionism o excessi e
demands on onesel (c . Bak 2024).
In addi ion, ecen s udies show ha emo ions ac as e alua i e ins ances in all hese a eas, guiding ac ions, enabling
lea ning and p epa ing o u u e e en s. Models om a ec i e in o ma ics, such as hose based on ein o cemen
lea ning, can inc easingly be used o he simula ion and ecogni ion o human emo ions (c . Jokinen 2024). These
de elopmen s poin o he po en ial o echnology-suppo ed, empa hic in e ac ion be ween humans and machines.
As pa o human esou ce managemen , i is he ask o pe sonnel managemen o econcile he di e en needs and
expec a ions o he a ious employee g oups, in pa icula long- e m employees and ca ee s a e s (c . Robinson 2025).
Li e-phase-o ien ed HR de elopmen is pa icula ly ele an he e, as i akes in o accoun he indi idual de elopmen
needs and biog aphical li e si ua ions o employees (c . Dohmen 2022). In he cou se o dynamic social and echnological
change, he knowledge and skills o employees a e becoming inc easingly impo an . I is he e o e essen ial o he
public sec o o p omo e employee mo i a ion in i s many o ms in o de o main ain i s own compe i i eness (c .
Becke 2025).
4. Discussions
Fluc ua ion should no be seen as nega i e pe se. To a mode a e ex en , i can be seen as an exp ession o o ganiza ional
dynamics. I o e s he oppo uni y o b eak up en enched s uc u es, p o ide new impe us and supplemen exis ing
eams wi h new pe spec i es (c . Vale e al. 2023). In addi ion, a balanced u no e can con ibu e o he p omo ion o
age di e si y (c . Hau e 2022). Howe e , s a u no e akes on a p oblema ic dimension when i goes beyond a heal hy
le el and quali ied specialis s in pa icula lea e he company. In such cases, no only do subs an ial cos s a ise om
ec ui ing and aining new employees, bu company expe ience is also los , he econs uc ion o which equi es
conside able ime and pe sonnel esou ces.
In p ac ice, he so-called u no e a e is o en used o quan i y s a u no e (c . Hau e 2022), which is a key igu e ha
shows he numbe o depa u es in ela ion o he a e age size o he wo k o ce wi hin a de ined pe iod (c . WeKa 2023).
Due o company-speci ic di e ences, i is no possible o de e mine an op imum luc ua ion a e ac oss he boa d.
Howe e , i an abo e-a e age alue is iden i ied, a ge ed coun e measu es a e equi ed. This equi es a di e en ia ed
analysis o he causes, which can be bo h indi idual and o ganiza ional in na u e. A common cause o inc eased
luc ua ion a es is insu icien employee e en ion (c . Hau e 2023).
𝑆𝑡𝑎𝑓𝑓 𝑎𝑡𝑡𝑟𝑖𝑡𝑖𝑜𝑛
𝑇𝑜𝑡𝑎𝑙 𝑠𝑡𝑎𝑓𝑓 𝑥 100 = 𝑒𝑚𝑝𝑙𝑜𝑦𝑒𝑒 𝑡𝑢𝑟𝑛𝑜𝑣𝑒𝑟 𝑟𝑎𝑡𝑒
Fo mula 2 : Employee u no e a e
Sou ce: Own ep esen a ion
The e m " e en ion managemen " is o en used in he con ex o s a e en ion. The aim o his concep is o bind
employees o he company in he long e m in o de o ensu e s a con inui y, educe cos s due o luc ua ion and
inc ease ope a ional pe o mance. P oac i e and s a egic e en ion managemen can also ha e a posi i e in luence on
he pe cei ed alue o he wo k o ce. The basis o i s e ec i eness is he di e en ia ed conside a ion o he ou cen al
le els o employee e en ion: no ma i e, a ec i e, calcula i e and beha io al (c . TechMinds 2023).
No ma i e loyal y is based on employees' inne sense o du y owa ds he company and hei colleagues. A ec i e
loyal y a ises when he e is an emo ional iden i ica ion wi h he company, o example h ough he alignmen o alues
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and goals (c . Fiske 2024). Calcula i e commi men e lec s a weighing up o he cos s and bene i s o a po en ial change
o employe and includes aspec s such as emune a ion, job secu i y and de elopmen p ospec s (c . Hays 2024).
Finally, beha io al commi men desc ibes he decision o s ay based on habi s, ega dless o objec i ely mo e a ac i e
al e na i es (c . Gesundhei sbene i s 2023).
Mo i a ion is a key d i e o indi idual wo k pe o mance. This in u n is e lec ed in pe cei ed job sa is ac ion. As job
sa is ac ion is closely linked o wo k mo i a ion, a well- ounded analysis o mo i a ion also equi es a holis ic
unde s anding o sa is ac ion (c . Na ional Go e no s Associa ion 2025). Indi idual momen s o dissa is ac ion a e no
ep esen a i e o he o e all si ua ion. Ra he , he long- e m pe cep ion o he wo king en i onmen is decisi e.
Sa is ac ion always ela es o he job pe o med and i s amewo k condi ions (c . Hans Böckle Founda ion 2024).
In ligh o he indings p esen ed abo e, i is clea ha employee u no e is a complex, mul i ac o ial phenomenon.
Re en ion managemen plays a key ole he e: Sus ainable measu es o educe employee u no e can only be de i ed
h ough a holis ic unde s anding o he le els and pilla s o employee e en ion (c . Ma u son 2024). Wo k mo i a ion
is a signi ican , albei no he only, in luencing ac o . In o de o e ec i ely coun e s a u no e , an in eg a i e
app oach is equi ed ha akes in o accoun bo h s uc u al company cha ac e is ics and he indi idual needs and
expec a ions o employees (c . Hau e 2022).
The ques ion posed a he beginning can be answe ed as ollows: To wha ex en can wo k mo i a ion in he public
se ice be explained by an ex ended model o Maslow's hie a chy o needs, aking in o accoun indi idual mo i es and
si ua ional incen i es, and wha in luence does his mo i a ion ha e on he u no e o quali ied p o essionals?
The analysis shows ha wo k mo i a ion in he public sec o canno be adequa ely explained by classic, hie a chically
s uc u ed models such as Maslow's o iginal py amid o needs. Ins ead, an ex ended model is equi ed ha in eg a i ely
cap u es he dynamic in e ac ions be ween indi idual mo i es and si ua ional incen i es. The modi ied s uc u ing o
human needs in o unc ional qua iles, ins ead o a igid hie a chical sequence, akes be e accoun o cu en indings
in occupa ional psychology as well as cul u al and indi idual di e en ia ions. The mo i a ion o employees in he public
sec o is la gely dependen on whe he pe sonal needs a e add essed by sui able s uc u al and social condi ions.
S udies show ha in insic mo i a ion in pa icula has a long- e m s abilizing e ec on pe o mance beha io , while
ex insic incen i es alone a e no su icien o gene a e las ing loyal y and commi men . A key inding o he s udy is he
di ec co ela ion be ween mo i a ion le els and u no e beha io . A lack o i be ween indi idual needs and
o ganiza ional ci cums ances leads o declining job sa is ac ion and an inc easing endency o lea e, especially among
highly quali ied specialis s. The ac ha a lowe le el o mo i a ion goes hand in hand wi h inc eased luc ua ion can
he e o e be con i med heo e ically. This esul s in he need o a di e en ia ed HR s a egy ha sys ema ically
add esses bo h s uc u al incen i e sys ems and indi idual de elopmen needs.
5. Conclusion
The p esen analysis makes i clea ha Maslow's classic hie a chy o needs in i s hie a chical, s a ic s uc u e no longe
mee s oday's equi emen s o a di e en ia ed unde s anding o wo k mo i a ion. The p oposed di ision o human
needs in o ou unc ional qua iles ep esen s a con empo a y al e na i e ha in eg a es bo h indi idual and
con ex ual ac o s (c . Becke 2025). In he con ex o he public sec o , his model o e s a p ac ical amewo k o
explaining mo i a ional dynamics and hei in luence on he u no e o quali ied p o essionals.
Wo k mo i a ion is a complex, mul idimensional p ocess ha in e ac s wi h o ganiza ional s uc u es, social
ela ionships and indi idual li e eali ies (c . Na ional Go e no s Associa ion 2025). The high ele ance o in insic
mo i a ion o ensu ing long- e m job sa is ac ion and e en ion po en ial has been con i med by nume ous s udies.
Ex insic incen i es, on he o he hand, only ha e a sho - e m s abilizing e ec and canno compensa e o un ul illed
needs. In e ms o an in eg a i e unde s anding, e en ion managemen mus he e o e be unde s ood as a s a egic
managemen ool ha no only p e en s luc ua ion, bu abo e all aps in o mo i a ional po en ial (c . Ma u son 2024).
Emo ional employee e en ion, which is o en neglec ed in his con ex , p o es o be cen al o long- e m s a e en ion
in he public sec o .
Mode n HR managemen mus ecognize he indi idual needs o employees, ake hem se iously and sys ema ically
ansla e hem in o s uc u ed measu es in o de o sus ainably p omo e mo i a ion, sa is ac ion and loyal y (c .
May ho e e al. 2023). Only by u ning away om one-dimensional explana o y pa e ns and consis en ly ocusing on
complex, adap i e needs models can he s a sho age be e ec i ely coun e ed and he public sec o posi ioned as an
a ac i e employe .
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1161
A numbe o ecommenda ions o ac ion can be de i ed om he esul s. E ec i e HR managemen in he public sec o
equi es a di e en ia ed, s a egically sound ocus on he changing needs o employees. In his con ex , li e-phase-
o ien ed pe sonnel managemen is becoming inc easingly impo an . Di e en li e eali ies make lexible and
indi idualized measu es necessa y. This applies in pa icula o he design o wo king ime models; de elopmen
p ospec s and a ge ed suppo o e s ha a e gea ed owa ds he espec i e phases o li e. The sys ema ic assessmen
o indi idual needs using mode n diagnos ic p ocedu es is also key. The use o digi al ools o eco d mo i a ional
p e e ences and needs enables e idence-based and ailo ed managemen o s a egic HR measu es. In his way, exis ing
po en ial can be be e iden i ied and p omo ed in a a ge ed manne .
Ano he c ucial aspec ela es o s eng hening he no ma i e bond wi h he public sec o . While o mal incen i e
sys ems con inue o play a ole, i has been shown ha emo ional iden i ica ion, pe cei ed app ecia ion and alignmen
wi h a clea ly communica ed, pa icipa o y mission s a emen a e key in luencing ac o s o long- e m employee
e en ion (c . Fiske 2024).
In addi ion, he a ge ed de elopmen o a esilien cul u e makes a signi ican con ibu ion o p omo ing mo i a ion
and a willingness o inno a e. A cul u e o openness, e o ole ance and psychological sa e y c ea es a wo king
en i onmen in which employees can con ibu e, de elop and iden i y wi h he public se ice (c . Bak 2024). In addi ion,
he moni o ing o s a u no e should be used as a s a egic ea ly wa ning sys em. A con inuous and di e en ia ed
analysis o he causes o s a u no e p o ides impo an indica ions o s uc u al de ici s and enables e ec i e
coun e measu es o be aken a an ea ly s age.
Finally, he p omo ion o in insic mo i a ion h ough pa icipa i e wo kplace design is a cen al s a ing poin .
Wo king condi ions should be designed in such a way ha hey enable au onomy, p omo e a sense o compe ence and
encou age social in eg a ion, h ee undamen al p e equisi es o in insic commi men and sus ained mo i a ion (c .
Fiske 2024).
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Au ho ’s sho biog aphy
Au ho s Name: Ka l-Heinz Diese
Ka l-Heinz Diese , bo n in 1967, has o e 35 yea s o p o essional expe ience in he ield o logis ics.
He holds a Bachelo 's deg ee om FOM Essen and a Mas e 's deg ee om Fe nhochschule Hambu g,
and is cu en ly pu suing a PhD a a uni e si y in Bulga ia. His esea ch ocuses on mobili y,
sus ainable ene gy sys ems, and eigh logis ics. In addi ion o his p o essional ca ee , he has been
eaching a a ious Ge man uni e si ies o mo e han 17 yea s.
