The Untapped Potential of Employee Motivation: Revisiting HBR's 2017 Insights

In 2017, Harvard Business Review published an insightful article that challenged our traditional understanding of employee motivation.

Now, as we approach 2025, it's both fascinating and somewhat disheartening to reflect on how little has changed in many workplaces.

The core message of that piece still rings true today: motivation isn't about simple rewards and punishments. It's about creating an environment where people can thrive, grow, and find meaning in their work. Yet, despite this knowledge, many organizations continue to rely on outdated methods that fail to truly engage their workforce.

As I look back on my career in people management, I've seen firsthand the transformative power of treating employees as whole individuals rather than just cogs in a machine. It's not just about what people do, but why they do it. This understanding has been the cornerstone of my approach to leadership and has consistently yielded positive results.

One of the most critical issues that often gets left on the backburner is the need for autonomy.

In today's rapidly changing business landscape, employees crave the freedom to make decisions and take ownership of their work. Yet, many leaders still cling to micromanagement, fearing that giving up control will lead to chaos. Nothing could be further from the truth. When given the right support and guidance, people often exceed expectations when trusted with autonomy.

Another crucial aspect that deserves more attention is the power of purpose. In an era where younger generations are increasingly seeking meaning in their work, leaders must articulate a clear and compelling vision that goes beyond profit margins. This isn't just about having a fancy mission statements; it's about connecting each person's role to the broader impact of the organization.

The concept of mastery, too, often gets overlooked in the rush for quick results. Employees want to feel that they're growing and improving in their roles. Yet, many companies still view professional development as a luxury rather than a necessity.

In my experience, investing in your people's skills and knowledge pays dividends in engagement, retention, and overall performance.Perhaps most importantly, we need to prioritize the human element in our organizations. In a world increasingly dominated by AI and automation, the ability to connect on a personal level, to show empathy and understanding, has never been more crucial. This is where my passion for people management truly shines.

Throughout my career, I've always believed in the power of genuine human connection. I've seen how a simple conversation, a moment of recognition, or a thoughtful piece of feedback can completely transform an employee's outlook and performance. It's not about grand gestures or expensive programs; it's about consistently showing that you value each person as an individual.

This approach aligns perfectly with the growing trend of prioritizing employee experience, as companies rush to focus on customer experience. So, just as many organizations now have Chief Customer Experience Officers, I believe there's a strong case for having dedicated leadership focused on employee experience, as well.

Read my arguments towards - The Case for Chief Employee Experience Officers, here.

In fact, I would argue that my innate people management skills make me ideally suited for such a role. I have a track record of creating work environments where people feel heard, valued, and motivated to give their best. I've implemented programs that go beyond traditional HR practices, focusing on holistic well-being, personal growth, and meaningful connections within the workplace.

My approach has never been and isn't about implementing one-size-fits-all solutions. Instead, it's about truly understanding the unique needs and motivations of each team member and creating tailored strategies that bring out their best. It's about fostering a culture of trust, open communication, and continuous improvement.

As we move forward, the organizations that will thrive are those that recognize the full complexity of human motivation. They will be the ones that move beyond simplistic carrot-and-stick approaches and create environments where people can truly flourish.

The challenges outlined in that 2017 article may not have been fully resolved, but that doesn't mean progress is impossible. With the right leadership and a genuine commitment to putting people first, we can create workplaces that not only motivate employees but inspire them to reach their full potential.

To sum up, in my view, this isn't just good for employees – it's essential for business success in the modern world. As someone deeply passionate about people management, I'm excited about the possibilities that lie ahead. The future of work is human-centric, and I'm ready to lead the way in creating that future.

About the Author

This article is amongst a series exploring leadership and organizational excellence beyond Logistics, Supply Chain Management, and Quick Commerce.

With over 34 years of experience, including 31 years in the Indian Army's Logistics wing and subsequent corporate roles, I bring unique insights into leadership and operations.

My corporate journey includes leading Mahindra Logistics Ltd's Auto & Farm Sector operations in North India and single-handedly raising and subsequently managing BTS Warehousing.

My career has been defined by resilience, continuous improvement, and an understanding of team dynamics including the criticality of team motivation.

I'm passionate about prioritizing employee experience alongside operational efficiency, believing that fostering autonomy, purpose, mastery, and empathy is crucial for both individual and organizational success.

As an advocate for human-centric workplaces, I align with the need for leadership roles focused on employee experience. Through my writing, I aim to share insights that help organizations unlock potential by putting people first.

For more about my perspectives on leadership, communication, motivation, and team building, do visit my website.

Disclaimer : Views are personal. Subject matter researched via open domain articles including those referred apart from drawing from my personal experiences in leading people.