It is a familiar scene in many organisations. Employees arrive on time, complete what is required, and leave on time. No more, no less. They do just enough to stay relevant, yet remain disengaged, dissatisfied, and often vocal about what the organisation is not doing for them.
Leaders frequently describe them as “unmotivated”, “entitled”, or “checked out”. The most common response is also predictable: increase salaries, offer incentives, or introduce another bonus scheme. Yet, despite repeated increments and rewards, nothing fundamentally changes. Engagement remains low, ownership is missing, and the complaints continue.
This is not a motivation problem. It is a meaning problem.
The illusion that money creates motivation
Money matters. It pays bills, provides security, and reflects market value. However, decades of research consistently show that money alone does not create sustained motivation.
A well-known study by behavioural economist Daniel Pink, building on research by Edward Deci and Richard Ryan, highlights a critical distinction. Financial rewards can improve short-term performance for simple, transactional tasks, but they fail to drive long-term engagement, creativity, or discretionary effort. In some cases, they even reduce intrinsic motivation.
Gallup’s 2024 State of the Global Workplace report reinforces this reality. Only 23% of employees globally are engaged at work, despite rising compensation levels in many markets. At the same time, disengaged employees cost the global economy an estimated 8.9 trillion dollars in lost productivity.
If money were the solution, these numbers would look very different.
A familiar story from the workplace…
I once worked with a CEO who was deeply frustrated. Attrition was rising, engagement scores were poor, and managers complained that employees had “no hunger”. Over three years, the organisation had increased salaries above market average and rolled out multiple incentive programmes.
During a conversation, one employee said something that changed the conversation completely.
“I am paid well,” he said. “But I have no idea why my work matters anymore. I just do what I am told.”
That single sentence captured the real issue.
What is really driving disengagement?
Unmotivated employees are rarely lazy by nature. In most cases, they are the result of systems, leadership behaviours, and cultures that quietly erode ownership over time.
Based on both research and practical experience, disengagement usually stems from a combination of the few factors:
Ownership is psychological, not contractual. You cannot buy it.
Lack of purpose People want to understand how their work contributes to something meaningful. When roles become disconnected from impact, effort drops to the minimum required.
Absence of autonomy Micromanagement, rigid processes, and lack of trust signal to employees that their judgment is not valued. Over time, they stop thinking and start complying.
Limited growth and learning When employees feel stuck, motivation declines. LinkedIn’s 2024 Workplace Learning Report shows that employees who see clear learning and career pathways are significantly more engaged than those who do not.
Weak leadership connection People do not disengage from organisations first. They disengage from managers. Poor feedback, inconsistent expectations, and lack of recognition slowly drain energy and commitment.
Why incentives fail to create ownership?
When motivation is driven primarily by external rewards, employees learn to ask one question: What do I get in return? This mindset encourages compliance, not commitment. The moment rewards stop increasing, effort plateaus or declines.
True ownership emerges when people feel trusted, valued, and challenged. It grows when individuals see a future for themselves and believe their contribution matters.
The uncomfortable truth… not all disengagement is organizational
While culture, leadership, and systems play a significant role in shaping motivation, it is also important to acknowledge an uncomfortable reality. Not every disengaged or unhappy employee is a victim of circumstance.
In most organisations, there are a small number of individuals who remain dissatisfied regardless of support, compensation, or opportunity. They complain consistently, resist accountability, and contribute little beyond what is required to protect their position. Over time, this behaviour can become toxic, affecting team morale and lowering collective standards.
Research in organisational psychology supports this observation. Studies on workplace negativity show that chronic complainers often operate from fixed mindsets, externalised blame, and low personal accountability. No amount of incentives or motivational programmes can compensate for a lack of willingness to engage or take ownership.
This is where leadership clarity becomes critical.
Effective organisations differentiate between disengaged employees who need support and consistently toxic behaviours that need boundaries. Coaching, feedback, and development should always be the first response. However, when patterns do not change, leaders must act decisively to protect team culture.
Motivation is a shared responsibility. Organisations must create the right environment, but individuals must also choose how they show up.
What actually re-ignites motivation?
Organisations that successfully address disengagement focus less on compensation tweaks and more on the quality of the work experience.
The most effective interventions include:
- Clear purpose and direction, communicated consistently by leaders
- Meaningful autonomy, where employees are trusted to make decisions within clear boundaries
- Continuous learning, not just formal training but real skill development linked to future opportunities
- Leadership capability, especially in coaching, feedback, and empathy
- Fair pay, but not pay as a substitute for poor culture
When these elements are in place, motivation becomes sustainable. Employees move beyond ticking boxes and begin to take pride in their work again.
A final reflection for leaders
If your organisation is full of people who do the bare minimum, the answer is not to ask, “How do we pay them more?”
The better question is, “What kind of environment have we created that makes minimum effort feel like the safest option?”
Motivation is not something leaders give. It is something leaders enable.
When people find meaning, ownership, and growth in their work, they rarely need to be pushed. They show up differently, not because they are paid more, but because they finally care again.
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