S ILE S IA N U N IV E R S IT Y OF T E C H N O LO G Y P U B LIS H IN G H O U S E
SCIENTIFIC PAPERS OF SILESIAN UNIVERSITY OF TECHNOLOGY 2025
ORGANIZATION AND MANAGEMENT SERIES NO. 216
h p://dx.doi.o g/10.29119/1641-3466.2025.216.11 h p://managemen pape s.polsl.pl/
THE CHALLENGE OF EMPLOYEE MOTIVATION
IN BUSINESS MANAGEMENT
Anna KASPERCZUK1*, Michał ĆWIĄKAŁA2, E nes GÓRKA3, Da iusz BARAN4,
Pio RĘCZAJSKI5, Pio MRZYGŁÓD6, Maciej FRASUNKIEWICZ7,
Agnieszka DARDZIŃSKA-GŁĘBOCKA8, Jan PIWNIK9
1 Bialys ok Uni e si y o Technology, Facul y o Mechanical Enginee ing; a.kaspe czu[email p o ec ed]u.pl,
ORCID: 0000-0002-5919-5346
2 I'M B and Ins i u e sp. z o.o.; m.cwiakala@imb andins i u e.pl, ORCID: 0000-0001-9706-864X
3 WSB - Na ional-Louis Uni e si y, College o Social and Compu e Sciences; ewgo [email protected],
ORCID: 0009-0006-3293-5670
4 WSB - Na ional-Louis Uni e si y, College o Social and Compu e Sciences; dkba [email protected],
ORCID: 0009-0006-8697-5459
5 MAMASTUDIO Pawlik, Ręczajski, spółka jawna; pio @mamas udio.pl, ORCID: 0009-0000-4745-5940
6 Pio M zygłód Sp zedaż-Ma ke ing-Consul ing; pio @ma ke ing-sp zedaz.pl, ORCID: 0009-0006-5269-0359
7 F3-TFS sp. z o.o.; m. asunkiewicz@imb andins i u e.pl, ORCID: 0009-0006-6079-4924
8 Bialys ok Uni e si y o Technology, Facul y o Mechanical Enginee ing; a.da [email protected],
ORCID: 0000-0002-2811-0274
9 WSB Me i o Uni e si y in Gdańsk, Facul y o Compu e Science and New Technologies; jpiwni[email p o ec ed],
ORCID: 0000-0001-9436-7142
* Co espondence au ho
Pu pose: This pape examines he ole o employee mo i a ion in e ec i e business
managemen . I also explo es he impac o inancial and non- inancial mo i a o s on employee
engagemen .
Design/me hodology/app oach: The esea ch used a quan i a i e me hodology and an online
su ey o 102 indi iduals. S a is ical analyses, including a iance analysis and co ela ion
analysis, we e conduc ed o iden i y signi ican pa e ns and di e ences in mo i a ion le els.
Findings: Financial mo i a o s, pa icula ly bonuses o achie ing a ge s, we e iden i ied as
he mos e ec i e. Non- inancial mo i a o s, such as lexible wo k schedules and addi ional
days o , also showed high e ec i eness in enhancing mo i a ion. Signi ican di e ences in
mo i a ion le els we e obse ed by gende , age, and leng h o se ice.
Resea ch limi a ions/implica ions: The s udy is limi ed o a speci ic demog aphic and
geog aphic scope. Fu u e esea ch could explo e di e se cul u al and occupa ional con ex s.
P ac ical implica ions: Combining inancial and non- inancial mo i a o s can e ec i ely
inc ease employee sa is ac ion and engagemen .
Social implica ions: Fos e ing e ec i e mo i a ion p ac ices con ibu es o s onge amily-
company ela ionships. Companies adop ing such s a egies se benchma ks o he bes
wo kplace.
O iginali y/ alue: This s udy p o ides insigh s in o he balance o inancial and non- inancial
mo i a o s in shaping employee mo i a ion. I o e s ac ionable ecommenda ions o
HR manage s and o ganisa ional leade s.
162 A. Kaspe czuk, M. Ćwiąkała, E. Gó ka, D. Ba an, P. Ręczajski, P. M zygłód e al.
Keywo ds: business managemen , inancial mo i a o s, non- inancial mo i a o s.
Ca ego y o pape : esea ch pape .
1. In oduc ion
Employee mo i a ion is an in eg al pa o success ul business managemen . In a dynamic
business en i onmen whe e compe i ion is inc easingly ie ce, keeping employees engaged
and highly mo i a ed becomes a key challenge o manage s and o ganisa ional leade s.
A p ope ly mo i a ed s a no only con ibu es o be e pe o mance, bu also in luences he
a mosphe e in he wo kplace, which has a signi ican impac on o ganisa ional cul u e and
company image (Ka as, 2004).
In oday's p o essional en i onmen , bo h inancial and in angible aspec s play an impo an
ole in mo i a ing employees, aiming o inc ease hei commi men and e iciency.
The de elopmen o he wo k-li e balance concep is becoming inc easingly impo an o
employee well-being. The impac o mo i a o s on his balance is ex emely impo an ,
as i has a di ec impac on he quali y o employees' p o essional and pe sonal li es
(Lesniewski, Be ny, 2011; Kozminski, Pio kowski, 2007).
Today, bo h inancial and non- inancial mo i a o s a e an in eg al pa o human esou ce
managemen s a egies. When looking o new jobs, employees no only pay a en ion o sala y,
bu also o a comp ehensi e bene i s package, which may include lexible wo king hou s,
a emo e wo king op ion, suppo wi h heal h issues and de elopmen p og ammes (Lesniewski,
Be ny, 2011).
Labou ma ke esea ch shows ha o ganisa ions ha e ec i ely combine a a ie y o
mo i a o s in hei o e ings enjoy highe employee engagemen and loyal y. In his pe spec i e,
he concep o wo k-li e balance is becoming inc easingly alued. Fo many employees,
i is c ucial o main aining men al and physical heal h, building amily ela ionships and
pu suing passions and in e es s ou side he wo kplace. O ganisa ions ha unde s and he
impo ance o wo k-li e balance no only p omo e a heal hie and mo e p oduc i e wo k
en i onmen , bu also build a posi i e image as an employe ha ca es abou he well-being o
i s employees (Paszkiewicz, Wasiluk, 2022; Wi adendi e al., 2021).
Mo i a o s, bo h inancial and non- inancial, ha e a di ec impac on achie ing and
main aining a wo k-li e balance. By o e ing employees he oppo uni y o ailo hei wo k
schedules o hei indi idual needs and by making a ailable suppo p og ammes o o he li e-
enhancing ini ia i es, o ganisa ions c ea e an en i onmen conduci e o ha moniously
combining wo k and p i a e esponsibili ies. Financial incen i es, such as aises o bonuses,
can s imula e employees' mo i a ion o pe o m be e . Howe e , when hey become he sole
o main mo i a ing ac o , hey can lead o wo k o e load and an imbalance be ween wo k and
The challenge o employee mo i a ion… 163
pe sonal li e. Employees may be inclined o de o e mo e ime and ene gy o wo k a he expense
o hei pe sonal li es, which in he long e m may esul in job bu nou and heal h p oblems
(Paszkiewicz, Wasiluk, 2022; Koco , Kwasek, 2023).
On he o he hand, non- inancial mo i a o s, such as lexible wo king hou s o he
possibili y o wo k emo ely, can be bene icial in achie ing a be e wo k-li e balance.
They allow employees o adap hei wo k schedule o hei indi idual needs and li e p io i ies,
enabling hem o manage hei ime e ec i ely, engage in non-wo k ac i i ies and ake ca e o
hei heal h and well-being. I is impo an o s ike a balance be ween inancial and
non- inancial mo i a o s in he con ex o wo k-li e balance. O ganisa ions should s i e o
c ea e a conduci e wo king en i onmen ha akes in o accoun bo h hese sphe es o
mo i a ion, suppo ing employees o achie e p o essional success wi hou nega i ely impac ing
on hei pe sonal li es. A e all, he long- e m success o an o ganisa ion depends on he heal h,
sa is ac ion and commi men o i s employees, and p ope ly aligned mo i a o s play a key ole
in his (Tomaszewska-Lipiec, 2014).
2. Resea ch ma e ial and me hod
The aim o his s udy was o analyse he ole o employee mo i a ion in e ec i e business
managemen and o iden i y he main challenges in p o iding i . I assessed how employees
e alua e he a ious mo i a ional ac o s and wha s a egies manage s can use o e ec i ely
manage he o ganisa ion.
A su ey me hod was used in he s udy. The esea ch ool used was a ques ionnai e.
A p op ie a y ques ionnai e consis ing o wo sec ions was de eloped o implemen he su ey.
The i s sec ion included socio-demog aphic da a such as age, gende , place o esidence and
leng h o se ice. The second sec ion o he ques ionnai e conce ned he e alua ion o he
mo i a ion sys em and he mo i a o s used.
The s udy assessed he ollowing esea ch p oblems:
1. How do employees assess hei own wo k mo i a ion?
2. Which mo i a ion ins umen s do employees mos p e e ?
The su ey was conduc ed be ween May and July 2023, using he In e ne as he main da a
collec ion ool. The su ey ques ionnai e was p epa ed using he Google Fo ms pla o m, and
a link o i was made a ailable on a ious hema ic o ums and o he online pla o ms.
Responden s we e assu ed o he anonymi y o hei answe s and he pu pose o he su ey.
In addi ion, pa icipan s we e gi en he op ion o s op comple ing he ques ionnai e a any ime.
The collec ed esul s we e s a is ically analysed and p esen ed in he o m o ables and
g aphs. The me hod o equency analysis and basic desc ip i e s a is ics o quan i a i e da a,
such as mean, median and s anda d de ia ion, we e used o analyse he sel - epo ed da a.
164 A. Kaspe czuk, M. Ćwiąkała, E. Gó ka, D. Ba an, P. Ręczajski, P. M zygłód e al.
An analysis o a iance (ANOVA) wi h epea ed measu es was pe o med o compa e
mo i a o a ings. Compa isons be ween wo independen samples we e made using he
S uden 's - es o he Mann-Whi ney es when assump ions abou he no mali y o he da a
dis ibu ion we e no me . On he o he hand, o compa ison o alues be ween mo e han wo
independen g oups, analysis o a iance (ANOVA) o he K uskal-Wallis es was used.
When signi ican di e ences we e de ec ed, POST-HOC es s we e used o mo e de ailed
analysis. The no mali y o he da a dis ibu ion was checked using he Shapi o-Wilk es .
Analysis o he ela ionship be ween quan i a i e a iables was pe o med using Pea son's o
Spea man's co ela ion analysis. The signi icance le el was aken as α = 0.05. All analyses we e
pe o med using S a is ica 13.3 so wa e om S a So .
The e we e 102 pa icipan s in he sel -su ey, o whom 61.76% we e emale and 38.24%
we e male. The age ange o 18 o 25 yea s was 9.80% o esponden s, 26 o 35 yea s was
48.04% and 36 o 45 yea s was 29.41%. The emaining 12.75% we e employees aged 46 and
o e . Wi hin he su eyed g oup, he la ges age g oup we e esponden s wi h a leng h o se ice
o 11 o 15 yea s and 16 o 20 yea s. Senio i y o mo e han 20 yea s was indica ed less
equen ly. On he o he hand, senio i y o 6 o 10 yea s was decla ed by 9.80% o he
esponden s and less han 5 yea s by 5.88%.
3. Resea ch esul s and discussion
The pa icipan s we e subjec ed o a sel -assessmen o hei le el o mo i a ion, which
showed ha hal o hem assessed hei le el o mo i a ion as medium (50.00%). In he s udy
g oup, 39.22% o he subjec s desc ibed hei mo i a ion as high o e y high, while he
emaining subjec s indica ed a low (7.84%) o e y low le el o sel -mo i a ion. S a is ically
signi ican di e ences in he le el o wo k mo i a ion we e obse ed be ween women and men
(p = 0.005). Wo k mo i a ion was ound o be signi ican ly highe among men (M = 3.82;
SD = 0.91) compa ed o women (M = 3.16; SD = 0.88). De ailed esul s a e shown in able 1.
Table 1.
Sel -assessmen o le el o mo i a ion by gende (N = 102)
Gende
Woman (n = 63)
Man (n = 39)
Signi icance
Sel -assessmen o le el o mo i a ion
M
Me
SD
M
Me
SD
p
3,16
3,00
0,88
3,82
3,00
0,91
0,005*
* p < 0,01; M – Mean; Me – Median; SD – S anda d De ia ion; p – P obabili y Le el.
Sou ce: Own elabo a ion based on conduc ed esea ch.
S a is ically signi ican di e ences we e also shown be ween age g oups in e ms o he
le el o mo i a ion o wo k (p = 0.016). The highes le el o mo i a ion was obse ed among
he oldes people (M = 3.85; SD = 1.68), while he lowes le el o mo i a ion was shown in he
g oup o people aged 26-35 (M = 3.20; SD = 0.84) (Table 2).
The challenge o employee mo i a ion… 165
Table 2.
Sel -assessmen o le el o mo i a ion by age (N = 102)
Sel -assessmen o le el o mo i a ion
M
Me
SD
p
18-25 yea s (n = 10)
3,70
4,00
0,48
0,016**
26-35 yea s (n = 49)
3,20
3,00
0,84
36-45 yea s (n = 30)
3,47
3,00
0,73
46 yea s and mo e (n = 13)
3,85
5,00
1,68
** p < 0,05; M - mean; Me - median; SD - s anda d de ia ion; p - p obabili y le el
Sou ce: Own elabo a ion based on conduc ed esea ch
The analysis also showed s a is ically signi ican di e ences in he le el o mo i a ion
acco ding o leng h o se ice (p < 0.001). The highes le el o mo i a ion was ound among
employees wi h mo e han 20 yea s o wo k expe ience (M = 4.12; SD = 1.54), while he lowes
le el o mo i a ion was ound among hose wo king o less han 5 yea s (M = 3.00; SD = 0.01)
(Table 3).
Table 3.
Sel -assessmen o le el o mo i a ion by senio i y (N = 102)
Sel -assessmen o le el o mo i a ion
M
Me
SD
p
Below 5 yea s (n = 6)
3,00
3,00
0,01
<0,001***
6-10 yea s (n = 10)
3,70
4,00
0,48
11-15 yea s (n = 37)
3,41
3,00
0,83
16-20 yea s (n = 32)
3,09
3,00
0,59
Abo e 20 yea s (n = 17)
4,12
5,00
1,54
*** p < 0,001; M - mean; Me - median; SD - s anda d de ia ion; p - p obabili y le el.
Sou ce: Own elabo a ion based on conduc ed esea ch.
The majo i y o esponden s (82.35% in o al) decla ed ha hey had ecei ed (30.39%) o
a he ecei ed (51.96%) his in o ma ion ega ding he wo kplace mo i a ion sys em.
In con as , a smalle g oup o esponden s (17.65% in o al) s a ed ha hey a he did no ha e
such knowledge (6.86%) and de ini ely did no know he mo i a ion sys em used a he
wo kplace (10.78%).
The esponden s a ed he impo ance o inancial mo i a o s on a scale o 1 o 5,
whe e 1 mean low impo ance and 5 mean e y high impo ance. The esul s ob ained a e
p esen ed in Table 4. The analysis showed s a is ically signi ican di e ences in he a ing o
indi idual mo i a o s (p = 0.013). Financial mo i a o s we e anked om lowes o highes
a ed. The highes a ed inancial mo i a o was he awa ding o bonuses o achie ing goals
(M = 4.60; SD = 0.69), while he lowes a ed was ecei ing ewa ds o achie ing goals
(M = 4.19; SD = 1.21).
166 A. Kaspe czuk, M. Ćwiąkała, E. Gó ka, D. Ba an, P. Ręczajski, P. M zygłód e al.
Table 4.
E alua ion o he e ec i eness o inancial mo i a o s (N = 102)
Financial mo i a o
M
Me
Min
Max
SD
F
p
Rewa ds o achie ing a ge s a
4,19
5,00
1,00
5,00
1,21
3,91
0,013 **
Pe cen age o sales ab
4,23
5,00
1,00
5,00
1,19
Sala y ab
4,41
5,00
2,00
5,00
0,73
Bonus o mee ing a ge s b
4,60
5,00
3,00
5,00
0,69
abc successi e le e s s and o homogeneous g oups; ** p < 0,05; M – mean; Me – median; SD – s anda d de ia ion;
Min – minimum alue; Max – maximum alue; F – es s a is ic; p – p obabili y le el.
Sou ce: Own elabo a ion based on conduc ed esea ch.
Responden s we e asked o a e he e ec i eness o non- inancial mo i a o s on a scale o
1 o 5, whe e 1 mean low e ec i eness and 5 mean e y high e ec i eness. The esul s
ob ained a e p esen ed in Table 5. The analysis showed s a is ically signi ican di e ences in
he a ing o indi idual mo i a o s (p < 0.001). I was ound ha s ocks and bonds we e
conside ed he leas e ec i e (M = 2.02; SD = 1.39). In con as , ex a days o (M = 4.10;
SD = 1.27), subsidised holidays (M = 4.10; SD = 1.32) and he possibili y o use a company
ca , uel o eimbu semen o commu ing cos s (M = 4.18; SD = 0.99) we e conside ed o be
he mos e ec i e.
In addi ion, s a is ically signi ican di e ences we e ound in he e alua ion o indi idual
in angible mo i a o s (p < 0.001). Public p aise was a ed lowes (M = 2.98; SD = 1.36).
In con as , lexible wo k schedules (M = 4.29; SD = 0.85), oppo uni ies o ca ee
de elopmen and ad ancemen (M = 4.37; SD = 0.86) and wo k a mosphe e and com o
(M = 4.46; SD = 0.78) we e a ed highes .
Table 5.
E alua ion o he e ec i eness o non- inancial mo i a o s (N = 102)
Non- inancial mo i a o
M
Me
Min
Max
SD
F
p
Sha es, bonds a
2,02
1,00
1,00
5,00
1,39
9,23
0,001***
Company housing ab
2,46
2,00
1,00
5,00
1,65
S a loans abc
2,68
2,00
1,00
5,00
1,57
Special e en s abc
2,78
3,00
1,00
5,00
1,38
Gym passes, hea es, cinemas, swimming
pools abcd
3,07
3,00
1,00
5,00
1,48
Reimbu semen o s udies, cou ses bcd
3,09
3,00
1,00
5,00
1,62
Company compu e , elephone bcde
3,23
3,50
1,00
5,00
1,55
Lunches, bu e , ca e ing bcde
3,29
4,00
1,00
5,00
1,59
Supplemen a y insu ance (g oup, li e) bcde
3,42
3,00
1,00
5,00
1,15
Medical ca e cde
3,86
4,00
1,00
5,00
1,02
Ch is mas pa cels o ouche s de
3,90
4,00
1,00
5,00
1,26
Addi ional days o e
4,10
5,00
1,00
5,00
1,27
Holiday allowance e
4,10
5,00
1,00
5,00
1,32
Company ca , uel o eimbu semen o
commu ing expenses e
4,18
4,00
1,00
5,00
0,99
abc successi e le e s s and o homogeneous g oups; *** p < 0,001; M – mean; Me – median; SD – s anda d
de ia ion; Min – minimum alue; Max – maximum alue; F – es s a is ic; p – p obabili y le el.
Sou ce: Own elabo a ion based on conduc ed esea ch.
The challenge o employee mo i a ion… 167
Table 6.
E alua ion o he e ec i eness o in angible mo i a o s (N = 102)
In angible mo i a o
M
Me
Min
Max
SD
F
p
Public p aise ab
2,98
3,00
1,00
5,00
1,36
15,22
<0,001***
T aining and coaching bc
3,67
4,00
1,00
5,00
1,32
Wo k-li e balance cd
4,15
5,00
1,00
5,00
1,16
P o essional de elopmen cd
4,24
5,00
2,00
5,00
0,96
Flexible schedule d
4,29
5,00
3,00
5,00
0,85
Oppo uni ies o de elopmen and p omo ion d
4,37
5,00
2,00
5,00
0,86
A mosphe e and com o a wo k d
4,46
5,00
3,00
5,00
0,78
abc successi e le e s s and o homogeneous g oups; *** p < 0,001; M – mean; Me – median; SD – s anda d
de ia ion; Min – minimum alue; Max – maximum alue; F – es s a is ic; p – p obabili y le el.
Sou ce: Own elabo a ion based on conduc ed esea ch.
4. Summa y
In oday's dynamic labou ma ke , which is sa u a ed wi h compe i ion, he e is he
challenge o main aining a wo k-li e balance. O ganisa ions ha a e awa e o hese challenges
and ake ini ia i es o p omo e his balance can eap nume ous bene i s, including inc eased
employee mo i a ion. P omo ing wo k-li e balance signals an o ganisa ion's conce n o he
wellbeing o i s employees, which builds us and loyal y among s a . As a esul , hese
employees a e o en mo e commi ed o hei esponsibili ies, loyal o he company and willing
o engage in addi ional ac i i ies ha con ibu e o he success o he o ganisa ion (Knap-
S e aniuk, 2018; M oczkowska, Kubacka, 2020).
The esul s o he p esen s udy indica e a di e si y o mo i a ion le els among employees,
which is an impo an aspec in he con ex o human esou ce managemen and he
de elopmen o e ec i e mo i a ional s a egies. A su p isingly high p opo ion o employees
(50%) assess hei mo i a ion as a e age. The esul s ob ained in his s udy con i m ha he e
is g ea po en ial o imp o e mo i a ion in many o ganisa ions.
The s udy showed di e ences in mo i a ion by gende , age and leng h o se ice. Men o en
show highe le els o mo i a ion han women, which may be due o di e ences in ca ee
expec a ions o a ailabili y o esou ces. Olde people end o ha e highe le els o mo i a ion,
which may be ela ed o wo k expe ience and a sense o p o essional ul ilmen . In con as ,
younge employees may expe ience lowe le els o mo i a ion due o lack o de elopmen
p ospec s o wo k-li e con lic (Paszkiewicz, Wasiluk, 2022).
The inal aspec o senio i y also highligh s he ele ance o wo k expe ience in e ms o
mo i a ion. Those wo king o mo e han 20 yea s can de i e sa is ac ion om long- e m
commi men and isible con ibu ion o he o ganisa ion. In con as , younge employees,
wo king less han i e yea s, may expe ience ini ial adap a ion di icul ies o a lack o
unde s anding o hei needs and expec a ions.
168 A. Kaspe czuk, M. Ćwiąkała, E. Gó ka, D. Ba an, P. Ręczajski, P. M zygłód e al.
Financial ac o s, such as emune a ion and inancial ewa ds, a e conside ed he mos
impo an ac o s in mo i a ing employees. Non- inancial ac o s, in pa icula job secu i y,
also play an impo an ole in mo i a ing employees. The analysis o a iance sugges s ha
a combina ion o inancial and non- inancial mo i a o s is necessa y o achie e he desi ed
e ec s in employee mo i a ion, which is also suppo ed by academic esea ch (Rakić e al.,
2022).
The esul s o he su ey clea ly indica e he dominan ole o he a ge achie emen bonus
as he main inancial mo i a o among esponden s. Mode n o ganisa ions a e inc easingly
using a a ie y o incen i e sys ems o inc ease employee engagemen and p oduc i i y,
wi h inancial mo i a o s playing an impo an ole in his con ex . A high a ing o bonuses o
he achie emen o speci ic goals may be indica i e o se e al key aspec s. Fi s ly, i may
sugges ha employees a e awa e o he demands o he o ganisa ion and alue clea ly de ined
s anda ds and expec a ions. Bonuses, as a o m o di ec ewa d o pe o mance, may be
pe cei ed by employees as ai and app op ia e o he e o pu in. In addi ion, e ec i e bonus
sys ems can s imula e compe i i eness in he wo kplace and encou age employees o s i e o
con inuous de elopmen and imp o emen o hei skills. Howe e , despi e he dominance o
inancial mo i a o s, i is also impo an o conside o he mo i a ional aspec s, such as
p o essional de elopmen , job sa is ac ion o a posi i e eam a mosphe e, which can ha e
an equally signi ican impac on employee engagemen and sa is ac ion (Rakić e al., 2022).
The esul s o he p esen ed s udy clea ly show ha non- inancial mo i a o s a e
an impo an elemen in shaping employee sa is ac ion and commi men . The conclusion om
ou esea ch is he low e ec i eness o sha es and bonds as mo i a ional ools. T adi ionally,
i was hough ha pa icipa ion in company p o i s o he oppo uni y o in es in he company
should be an a ac i e mo i a o . Howe e , he cu en esul s sugges ha , in ligh o
al e na i e o ms o compensa ion, his app oach may no longe be so encou aging o
employees. I may also indica e employees' conce ns abou he s abili y and u u e o he
company. On he o he hand, he high e ec i eness o addi ional days o , holiday subsidies o
he possibili y o use a company ca and eimbu se commu ing expenses highligh s he
impo ance o wo k-li e balance. The con empo a y labou ma ke inc easingly emphasises
lexibili y and cus omisa ion o employees, which is suppo ed by ou esul s showing he high
p ice o such bene i s (Wi adendi e al., 2021).
Ou s udy on he e alua ion o in angible mo i a o s e ealed se e al impo an indings
ega ding he alue employees place on di e en aspec s o hei wo k. Su p isingly, public
p aise, which is o en conside ed a simple and inexpensi e way o inc ease employee
mo i a ion, was a ed as he leas e ec i e. Such a esul may indica e ha in oday's wo k
en i onmen , employees alue indi idual ecogni ion and eedback mo e, which is no
p esen ed publicly. Public o ms o p aise may be pe cei ed as less au hen ic o e en s ess ul
o some employees, which a ec s hei pe cep ion o wo k quali y. In addi ion, high a ings
o lexible schedules, oppo uni ies o de elopmen and p omo ion, and wo k a mosphe e and
The challenge o employee mo i a ion… 169
com o emphasise he impo ance o wo k-li e balance and long- e m p o essional
de elopmen . Today's employees a e inc easingly looking o wo kplaces ha o e hem no
only angible inancial bene i s, bu also oppo uni ies o de elopmen , lexibili y in wo king
hou s and a iendly, suppo i e a mosphe e (Mende ak, 2019).
In conclusion, in o de o e ec i ely mo i a e employees, o ganisa ions should conside
bo h inancial and non- inancial ac o s and ailo mo i a ional s a egies o indi idual s a
needs and expec a ions.
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