Motivation

Introduction
Based on studying research papers from some of the world's leading universities, 10 key factors were found to be critical to determining how employees feel motivated and engaged to work, ie under 4 headings and divided into components of each with 3 different levels like individual, teams and leaders

i) autonomy (choice, empowerment & flexibility)

ii) mastery (challenge, learning & well-being)

iii) connectedness (belonging, democracy & quality)

iv) purpose

This builds on the self-determination theory around psychological needs; which has 3 key elements, ie autonomy, competence and relatedness



(source:https://www.urmc.rochester.edu/community-health/patient-care/self-determination-theory.aspx)

More on 3 basic psychological needs
"...- autonomy is supported by attempting to grasp and acknowledge the person's wishes, preferences and perspectives, conveying understanding of their point of view, providing a rationale for engaging in behaviour, and providing choice in how to behave. Supporting someone autonomy also means refraining from trying to control or pressure them to act in a certain way.
     - competence is supported by providing a person with optimal challenges and opportunities (specific goals that are challenging enough, but not overwhelming), encouraging their sense of initiation ( try it out!), providing structure (for example, evidence-based health recommendations, to mobilise and organise behaviour provide relevant feedback.
     - relatedness is supported when others are involved and show interest in the person's activities, are empathic in responding to their feelings and convey that person, significant, cared for, and loved..."
Centre For Community Health and Prevention, 2023

It has been modified to autonomy, mastery and connectedness (see below diagram) and investigated at 3 levels (individuals, teams and leaders)
Framework - workplaces of the future


 
(source: https://www.inventium.com.au/services/tailored-solutions/)
More detail
"...Within autonomy, at the individual level, we assess choice: do employees have freedom in determining what they work on and how they do it.
At the team level, we look at empowerment: providing teams with clarity and structure to act independently and with velocity. And at the leader level, we look at flexibility: which examines how leaders provide employees with choice over when, where, and how they perform their work.
For mastery, at the individual level, we look at challenge - do people work on tasks that are aligned to the individual, are sufficiently challenging, and that they have the skills, resources to rise to that challenge. At the team level we explore learning - our teams engage in rapid continuous, data driven learning from experience and experimentation. And at the leader level, we assess well-being: whereby we look at how leaders prioritise mental health, promoting sustainable working norms, and encouraging smarter working practices. These practices set the foundation for mastery to occur.
Connectedness is assessed at the individual level in terms of belonging: this relates to whether employees feel accepted and included by those around them. At the team level, we assess democracy: whereby a team environment has been created in which everyone has an equal voice. At the leader level, we examine inequality and whether leaders have created an environment that promotes diversity, fosters inclusivity, and removes bias. As an overreaching facet, we assess purpose. We examine whether the organisation seeks to make valuable contributions to people and society that go beyond generating economic value..."
Amantha Imber, 2023b