Introduction

Motivation in the workplace has long been studied through the lens of needs-based theories such as Maslow’s Hierarchy of Needs, Herzberg’s Two-Factor Theory, and Alderfer’s ERG Theory. While these frameworks offer valuable insights into employee motivation, they may not fully capture the dynamic nature of human behavior. Science is not merely a fixed set of principles; rather, it is the ongoing discovery of systems that govern behavior. Thus, I propose an alternative perspective that moves beyond traditional motivation models and instead examines the role of self-efficacy and identity in shaping teamwork, productivity, and individual fulfillment in the workplace.

The Role of Identity in Motivation

Many individuals have a strong sense of identity and a deep-seated need to express that identity in their daily lives. For example, a person who sees themselves as compassionate may struggle with a role that limits interpersonal interactions, while another who values creativity may feel stifled by rigid, procedural work. This suggests that motivation is not merely about fulfilling hierarchical needs but about enabling individuals to align their work with their self-concept.

Unlike Maslow’s framework, which positions self-actualization as the final stage of motivation, I argue that self-actualization can occur at any point in a person’s journey—even under extreme conditions. Consider an individual experiencing homelessness in New York who suddenly has a realization: “This is not me!” and, from that identity-driven epiphany, makes a bold decision to change their circumstances. This example challenges the notion that individuals must first satisfy lower-tier needs before seeking self-actualization. Instead, a strong commitment to identity can drive immediate action, regardless of external conditions.

Applying Identity Theory to the Workplace

If we accept that individuals are motivated by a need to express their identity, then organizational leaders can leverage this concept to enhance motivation and productivity. One approach is to move beyond simply asking employees what they want from their jobs and instead ask: “Who do you want to be?”

1. Identity-Based Goal Setting: Managers can encourage employees to define how their roles align with their personal identity and values. Instead of merely setting performance-based goals, employees can articulate their “why”—the deeper purpose behind their work.
2. Team Identity Formation: In addition to individual identity, teams can collectively define their shared identity within an organization. When employees see their team as an extension of their values and aspirations, collaboration and productivity improve.
3. Self-Efficacy as a Catalyst for Motivation: Self-efficacy—the belief in one’s ability to succeed—plays a critical role in this framework. Employees who feel competent and confident in their ability to navigate challenges are more likely to stay engaged and motivated (Bandura, 1997). By reinforcing self-efficacy through mentorship, training, and positive reinforcement, organizations can create an environment where individuals feel empowered to align their work with their self-concept.

Bridging Traditional and Identity-Based Motivation

While needs-based theories have historically guided workplace motivation strategies, integrating identity and self-efficacy into organizational development could serve as a shortcut to vision alignment and productivity. Recognizing that employees seek not just to fulfill needs but to become who they envision themselves to be allows organizations to foster a more engaged and intrinsically motivated workforce.

Rather than waiting for employees to meet external criteria before achieving self-actualization, leaders can create opportunities for identity expression now—not at the “end” of a process. This shift in perspective could revolutionize the way organizations approach motivation, team development, and overall employee fulfillment.

Conclusion

The study of motivation should evolve beyond historical theories to embrace the complexities of human identity and self-efficacy. By understanding what employees and teams want to be, rather than simply what they need, organizations can drive deeper engagement, stronger collaboration, and enhanced productivity. Traditional motivation theories remain valuable, but expanding our perspective can lead to new, more effective ways of fostering workplace success.

References

• Bandura, A. (1997). Self-efficacy: The exercise of control.H. Freeman.
• Bauer, T., & Erdogan, B. (2021). Organizational Behavior: Bridging Science and Practice, v4.0.
• Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons.
• Maslow, A. H. (1943). A Theory of Human Motivation. Psychological Review, 50(4), 370-396.