Introduction Workplace motivation is one of the major determinants of the success of a business organization. Generally, a motivated workforce is associated with high productivity, commitment to the organization and creativity. This improves the competitiveness of the company (Nelson & Quick, 2012, pp. 75-88). However, motivating employees is often a serious challenge in most companies. At my workplace, low motivation is attributed to high stress levels among the employees. The main causes of the stress include job insecurity, unmanageable workload and lack of growth opportunities. Even though the employees have fulltime work contracts, they are likely to be retrenched if the company is underperforming. There are very few opportunities for promotion because nearly everyone in my department is a gifted engineer, and senior positions are limited. Thus, the competition for promotion is very high. In some cases, the employees work for long shifts but they are not paid for the extra time. The resulting increase in workload causes frustrations and stress among the employees. In this paper, a motivational plan will be developed to address this problem. The plan will be based on four workplace motivational theories. The Motivational Plan A quota-based program will be used to enhance the employees’ motivation. This program involves rewarding the employees who are able to meet or exceed their performance goals. Financial incentives and formal recognition will be used to reward the employees for achieving their goals. The managers will collaborate with the employees in order to set high but achievable goals. These goals will be used as the metrics for measuring the employees’ performance. Periodic performance appraisals will be done through manager-to-peer reviews and peer-to-peer reviews. The employees who are not able to meet their goals will benefit from on-the-job training programs in order to improve their performance. This plan will work as follows. Maslow’s Theory According to Maslow’s theory, each employee has unique needs which can be met through appropriate incentives. Maslow’s need hierarchy include “physiological needs, safety needs, love needs, esteem needs and self actualization” (Nelson & Quick, 2012, pp. 75-88). An employee’s motivation improves if he or she is able to move from a lower level of need to a higher one. In this regard, setting achievable goals will reduce the employees’ workload. Hence, the physiological needs will be fulfilled due to the fact that the employees’ fatigue will reduce. The financial rewards will motivate the employees to increase their productivity. The resulting improvement in the company’s financial performance will guarantee job security (safety needs). By supporting the underperforming employees through training programs, the social needs will be met. Concisely, the employees are likely to develop a sense of belonging if they are helped to overcome their weaknesses (Nelson & Quick, 2012, pp. 193-207). Finally, formal recognition of excellent performance will boost the employees’ esteem. Consequently, the employees will realize their potential and strive to achieve challenging goals. Alderfer’s Theory Alderfer improved Maslow’s theory by classifying huma