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Alberto Venturini

What is motivation really?

Cos’è davvero la motivazione ?

Scritto da

Alberto Venturini

in

Engagement · 4-minute read

1. Introduction

In modern organisations, the concept of Employee Engagement has become central to understanding competitiveness and the sustainability of work. The literature defines it as a set of psychological states, behaviours and organisational conditions that lead employees to commit themselves voluntarily, with energy, responsibility and a sense of belonging. It is not about ‘being satisfied’, but about feeling like an active part of the value created by the organisation.

The Macleod Review (2009), a landmark study of the phenomenon, summarises the concept with a very effective definition:
“Employee engagement is about how we create the conditions in which employees offer more of their capability and potential.”

2. The fundamental components of Employee Engagement

Research indicates that engagement is the result of alignment between three dimensions:

  • cognitive: understanding of the role, strategy and objectives of the organisation;
  • affective: sense of belonging, trust, perceived integrity;
  • behavioural: energy, proactivity and discretionary contribution to improvement.

These dimensions emerge only under specific conditions, the result of a genuine relationship between people and the organisation.

2.1 Trust and organisational integrity

Trust is the cornerstone of engagement. Employees become engaged when they perceive fairness, consistency and respect. The Psychological Contract (Rousseau, 1995) suggests that people commit themselves when promises, commitments and corporate values are clear and upheld.

2.2 Communication and reciprocity

Engagement is a ‘two-way’ process: you cannot ask for commitment without creating stable channels for listening, dialogue and participation. Organisations that foster engagement are those that involve employees in discussions about processes, priorities and changes, offering real opportunities to contribute ideas and opinions.

2.3 Empowerment and role clarity

Engagement requires a clear understanding of the company’s purpose and one’s own contribution. Engaged people know how the company intends to achieve its goals and how their role fits into this trajectory.

3. The employee’s and employer’s perspective

3.1 For the employee

An engaged employee approaches their daily work with energy, proactivity and a sense of direction. They join the company knowing what is expected of them, feeling valued, supported in their development and connected to a purpose.

3.2 For the employer

For the company, engagement manifests itself as:

  • increased productivity;
  • better customer focus;
  • a reduction in absenteeism, accidents, conflicts and staff turnover;
  • greater innovation and voluntary contribution;
  • greater competitive strength.

Employees’ ideas, experience and commitment become a strategic resource that is difficult to replicate.

4. What Employee Engagement is NOT

Engagement is not emotional manipulation, nor is it a mechanical attempt to elicit greater effort through slogans, superficial rewards or token initiatives. Studies show that employees quickly recognise such practices and react with cynicism and disaffection.

Engagement is not created through tools, posters or motivational meetings.
It is built through everyday behaviour, governance, consistency and well-designed systems.

5. Why Employee Engagement is crucial today

The contemporary socio-economic context presents new challenges:

  • an ageing Italian population;
  • a shrinking workforce;
  • global competition based on skills;
  • rising levels of education and workers’ expectations;
  • growth in innovation, fuelled by complex human ideas and contributions.

Organisations that neglect engagement risk losing their best talent, failing to attract new talent and slowing down their ability to adapt.

6. Employee Engagement: a competitive factor

Evidence from Gallup, CIPD, Harvard Business Review and various meta-analyses confirms that high levels of engagement generate:

  • +21 per cent in productivity
  • +10 per cent in customer satisfaction
  • -41 per cent in absenteeism
  • -59 per cent in involuntary turnover

Engagement therefore proves to be a robust predictor of business performance, with effects on innovation, service quality and resilience in turbulent markets.

Engagement-focused organisations build fairer, more participatory and accountable working systems. They do not ‘motivate’, but empower.

References

  • MacLeod, D., & Clarke, N. (2009). Engaging for Success: Enhancing Performance Through Employee Engagement. UK Government Report.
  • Kahn, W. A. (1990). Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal.
  • Gallup (2023). State of the Global Workplace Report. Gallup Press.
  • Rousseau, D. (1995). Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements. Sage Publications.
  • Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology.
  • Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement. Journal of Organizational Behavior.

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