Contemporary Motivation Theories
Authors: Mongiello, Martin
Type: Presentation
Published: 2026-06-28
Keywords: workplace motivation; contemporary motivation theory; Self-Determination Theory; Goal-Setting Theory; Job Demands–Resources Theory; self-efficacy; self-regulation; intrinsic motivation; employee autonomy; competence; relatedness; employee engagement; goal commitment; performance feedback; job demands; job resources; occupational stress; employee well-being; sustainable performance; organizational leadership; creative leadership; workplace identity; employee retention; psychological resources; resilience; work design; organizational psychology; industrial-organizational psychology; human-resource management; workplace creativity; motivational leadership; purpose-driven work; music and work performance; employee development; coaching; organizational behavior

<p class="PDq2pG_selectionAnchorContainer">This 14-page visual presentation examines three contemporary approaches to workplace motivation: <strong>Self-Determination Theory, Goal-Setting Theory, and Job Demands–Resources Theory</strong>. Self-efficacy and self-regulation are incorporated as motivational resources that influence persistence, resilience, and sustained performance. The presentation was prepared by Martin C. J. Mongiello for the National University course <em>PSY-8409: Work Motivation and Attitudes</em>.</p>
<p>Each theory is presented through its central principles, strengths, limitations, workplace applications, and recent research. Self-Determination Theory emphasizes autonomy, competence, and relatedness as essential psychological needs supporting intrinsic motivation, engagement, and well-being. Goal-Setting Theory explains how specific and challenging goals, commitment, feedback, and participation can strengthen attention, effort, persistence, and performance. Job Demands–Resources Theory considers how workload and emotional demands may contribute to strain, while organizational and personal resources—including support, autonomy, feedback, self-efficacy, and self-regulation—can promote engagement and sustainable performance.</p>
<p>The presentation translates these theoretical frameworks into practical organizational examples involving leaders and professionals from international business, education, public service, science, and the creative industries. Featured examples include Ngozi Okonjo-Iweala, Jing Zhou, astronaut John Herrington, Amalia Raquel Pérez-Nebra, José M. Peiró, Delia Virgă, and recording artist and entrepreneur Dua Lipa. These examples illustrate how purpose, autonomy, identity, goal clarity, psychological resources, creativity, and supportive work environments can influence motivation and professional achievement.</p>
<p>The applied sections connect motivation research with three broad organizational themes:</p>
<ul>
<li><strong>Purpose, autonomy, and creative leadership</strong>, emphasizing meaningful work, employee choice, developmental feedback, belonging, and opportunities for innovation.</li>
<li><strong>Goals, self-efficacy, and identity-based persistence</strong>, emphasizing clear objectives, confidence, coaching, feedback, skills development, and the relationship between challenging work and personal purpose.</li>
<li><strong>Resources, retention, and sustainable performance</strong>, emphasizing manageable workloads, supervisor support, recovery, autonomy, job resources, and proactive strategies for maintaining employee well-being and performance.</li>
</ul>
<p>The presentation also considers music as a workplace and leadership tool, noting that its relationship with attention and task performance may be curvilinear: music may support focus and motivation under some conditions, while excessive or poorly matched stimulation may undermine concentration. This example is used to connect contemporary motivation research with the communication styles, cultural preferences, and workplace expectations of emerging generations.</p>
<p>Supported by scholarly references in industrial-organizational psychology, management, education, leadership, and occupational well-being, the presentation is intended for students, educators, researchers, organizational leaders, human-resource professionals, and practitioners seeking an accessible bridge between motivation theory and contemporary workplace practice.</p>