These concepts are not entirely clear, however, and their meaning varies from organisation to organisation and person to person.  At the same time, studies show that there are still some factors that seem to be more significant than others.

Before examining important motivational factors, a short definition of motivation could be prudent.  Motivation can be described as a set of mental and emotional activities that start, regulate, and maintain a given behaviour.  In other words:  “That which activates an individual, maintains the activity, and provides direction and meaning” (Kjell Andersen, HiA).  So, motivation is the energy that drives an individual in a certain direction.

It is important to differentiate between internal and external motivation.  External motivation contributes to starting and maintaining an activity, with the prospect of achieving rewards or goals outside of the activity itself (salary, bonus, etc.).  External motivation is also called artificial motivation.  Internal motivation, on the other hand, stems from an interest in the activity, which is so great that the activity is reward enough in itself.  Internal motivation is also called natural motivation and is closely related to performance motivation.  Internal motivation has a more enduring effect than external motivation, making it a more important area of focus for organisations.

Before examining motivational factors, it may be useful to take a look at the reasons why people decide to change jobs.  Naturally, reasons vary, but studies show that there are specific recurring factors:

The European Employee Index 2008 (EEI 08) examined the reasons why people quit their jobs, surveying employees in over 20 countries, including 5000 employees in Norway.  The results, starting with the most important, were as follows:

• Salary
• Tasks / job content
• Professional and personal development
• Management
• Closest superior

Manpower recently conducted and published a similar survey, with similar numbers (the survey was conducted in 2007, with 2000 respondents).  Again, new professional challenges and development, and salary, top the list of reasons why people switch jobs:

Right Management has also conducted a similar survey among 1300 employees.  The results show that the main reason employees quit their jobs is related to management; encompassing factors such as feeling that efforts are going unappreciated, a bad relationship with the manager, an incompetent manager.  In addition, many employees experience that their managers do not sufficiently promote opportunities for career development.

Corresponding results from a Danish survey from 2007/2008, indicate that poor management is an important factor for why people choose to quit their jobs.

Various studies have similar results, whether professional development and challenges top the list, or pay, or management, they are all closely related and should receive proper attention in the organisation.

In other words, pay is not the only important factor for holding on to competent employees.  EEI 08 found that those who switched jobs because they were dissatisfied with their salaries were also those who left other organisations more easily and were dissatisfied with their salaries at their new jobs.  The solution is not necessarily to focus on increasing pay alone to keep employees and contribute to increased motivation.  Conditions such as professional development and management are crucial for keeping employees.

When it comes to the factors that contribute to increased motivation and job satisfaction, there is a correlation with the reasons people quit their jobs.  Studies indicate that employees are motivated by more than just pay.

An American study (The Enthusiastic Employee) found that there are three main motivational factors:

• Feeling treated fairly
• Mastery (being noticed and experiencing mastery)
• Good social relationships with colleagues and managers

The European Employee Index 2007 found that similar factors are important for motivation and job satisfaction:

• Job content
• Work pressure (that work pressure is appropriate)
• Motivating managers

A Swedish quality index of 5000 people indicated that the following factors are important for keeping employees content:

• Look forward to going to work
• Closest superior
• Development

Again, the factors are relatively similar.  Working with these issues requires an effort both at the organisational level and from each individual manager.  In a way, the simplest solution can be to increase salaries, but that doesn't necessarily produce the most enduring effects.  Main areas of focus should include:  developing company management, developing career paths and competence plans for employees, and creating a good working environment.

When we hear that it costs companies almost three times the employee's salary to find a replacement, in addition to lost relationships and a possibly diminished customer base, the calculation is rather simple:  it is worth investing in development.

Right Management works with a multitude of businesses, to help them develop good career paths and competence plans, as well as executive development.  If you have any questions or would like more information, contact Anne Lene A. Watn at Right Management ( This e-mail address is being protected from spambots. You need JavaScript enabled to view it ).