MOTIVATION IN THE WORKPLACE 1
Motivation in the Workplace
Adriana Sandoval
School of Behavioral Sciences, Liberty University
Motivation in the Workplace
Scenario
In many workplaces, particularly within the applied Behavior Analysis (ABA) field,
employees often lack motivation and a sense of commitment, which can lead to issues such as
canceled appointments by Registered Behavior Technicians (RBTs) and ultimately result in
ineffective therapeutic interventions. Despite the clinical director’s efforts to reach out to
supervisors and RBTs to explore methods to boost attendance, several critical challenges hinder
progress. Many workers articulate strong beliefs regarding the importance of attending
scheduled therapy sessions, yet they express a sentiment that their compensation remains
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unchanged irrespective of the number of sessions they complete. According to Jex et al. (2024),
motivation is mostly about what people decide to focus on, how much effort they make, and
how long they continue even when things are tough. This perception raises questions regarding
their motivation and the overall effectiveness of using specific objectives to encourage
attendance. Consequently, this environment has made it increasingly difficult for managers to
inspire their teams to meet organizational goals regarding client interventions.
Research and Practical Implementation
Frequent cancellations or absences from these sessions can have a variety of serious
repercussions, including breaking the flow of learning and possibly impeding the development
of new skills. Because it aids in the development of critical skills and behaviors, consistent
attendance at Applied Behavior Analysis (ABA) sessions is necessary for the success of
therapeutic therapies. This is especially true for the RBT implementing the interventions
designed. Addressing workplace motivation strategies, emphasizing attendance and proposing
effective ways to boost employee engagement across a range of work settings, is necessary.
Poethke et al. (2023) reveals that presenteeism varies significantly among individuals
and over time, indicating it is influenced by dynamic situations rather than being a stable
behavioral habit. To encourage offering diverse rewards, like financial bonuses or additional
time off, based on employee preferences can enhance goal achievement. According to Timp et
al. (2024) financial incentives, particularly when used early in the absence, considerably shorten
the duration of sick leave and the associated costs. These results offer businesses, particularly in
the ABA field, important information for developing and evaluating different strategies related
to sick leave management.
Frequent feedback is vital in the performance management process, as employees need
to know how they are doing. A balanced approach to feedback, incorporating both corrective
and positive comments, is recommended. Instrumental coworker support (CWS) had an impact
on performance, emotional CWS had a direct impact on employee motivation (Ariani, 2024).
MOTIVATION IN THE WORKPLACE 3
This can be in the form of peer-to-peer feedback, encouraging as colleagues can often provide
effective reinforcement of positive behaviors through informal recognition, such as shout-outs
and constructive observation. Setting up a sub-chat or a dedicated area in the break for
employees to encourage each other can be encouraging and lead to less cancellations if work is
being praised.
Setting individualized goals that employees contribute to can significantly enhance their
motivation and accountability. Recognizing each employee's unique skills is essential, as support
should be tailored to individual needs. Moreover, leaders should leverage preference
assessments to understand what motivates their staff, avoiding assumptions about their
rewards preferences. According to Bohdanova and Zelena (2025), individualized bonuses and
flexible work schedules are crucial for inspiring staff members. Teamwork-focused objectives
encourage collaboration and support among employees. Instead of a cancelled session, there
should be the flexibility of telehealth therapy. In addition to telehealth, a group chat with
employees looking for sub sessions, to encourage attendance and make-up hours if any days
were missed.
Discussion
People have many duties in the fast-paced world of everyday life, which might result in
schedules that are too demanding. Significant time limitations are frequently the result of
juggling work deadlines, academic endeavors, household management, extracurricular
activities, vacation preparation, and unanticipated duties. Because of these conflicting demands
on their time, Registered Behavior Technicians (RBTs) may find themselves in a situation where
they must regularly cancel Applied Behavior Analysis (ABA) therapy sessions.
To remain competitive and attract top talent, companies must transition to these
modern motivational methods. To build rapport and trust between therapists, patients, and
their families, consistency is essential. Scheduling regular meetings is essential because missing
or canceling sessions frequently can damage these relationships, impede the therapeutic
MOTIVATION IN THE WORKPLACE 4
process, and ultimately reduce the efficacy of interventions. By creatively leveraging
motivational tools, the company can make strides in improving employee engagement and
performance.
References
Ariani, D. (2024). How can organizational support increase employee motivation and
performance? studies on employees of MSMEs in indonesia. Journal of Human
Resource Management, 27(1), 73-83. https://doi.org/10.46287/BTUG4846
Bohdanova, Y., Zelena, M., & Khmelnytskyi National University, Khmelnytskyi, Ukraine.
(2025). Innovative methods to motivate employees in business. Accounting & Finance
(Kiev, Ukraine), (2(108)), 121-127. https://doi.org/10.33146/2307-9878-2025-2(108)-
121-127
Jex, S. M., Britt, T. W., & Thompson, C. A. (2024). Organizational psychology and organizational
behavior: Evidence-based Lessons for Creating Sustainable
Organizations. John Wiley & Sons.
Poethke, U., Klasmeier, K. N., Radaca, E., & Diestel, S. (2023). How modern working
environments shape attendance behaviour: A longitudinal study on weekly
flexibilization, boundaryless work and presenteeism. Journal of Occupational and
Organizational
Psychology, 96(3), 524-544. https://doi.org/10.1111/joop.12437
Timp, S., Van Foreest, N. D., & Van Rhenen, W. (2024). Effect of financial incentives on the cost
and duration of sickness absence. PLoS ONE, 19(6), e0305235.
https://doi.org/10.1371/journal.pone.0305235
