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What employees say matters most to motivate performance

The past few years have been a confounding time in performance management. Disruptions of long-standing workplace norms have led many employees to rethink their expectations of employers  regarding remote work, employee burnout, and work–life balance. Compounding these challenges, an inflationary economy and a slower hiring market have put pressure on employers to “do more” with the talent they already have.

Organizations have responded to this volatility by seeking new formulas to motivate talent, including rethinking their approaches to performance management. Of course, tweaking performance management is not new: McKinsey’s prepandemic research  found that most companies had made at least one major change to their approaches in the prior 18 months. But recently, we have seen companies consider more sweeping changes. Some have streamlined goal setting and formal review processes, separated performance and compensation conversations, or simply done away with ratings altogether.

Yet as organizations weigh changes to performance management, it’s difficult to understand what will yield the highest ROI. Leaders are often forced to rely on anecdotal case studies and success stories from others’ experiences to help boost employee motivation to perform. While a plethora of books and articles have been published on the topic in recent years, a “data desert” remains, with a lack of quantitative insights derived from what employees say most inspires and motivates them.

McKinsey’s 2024 performance management survey

Our survey of more than 1,000 employees across the globe sought to shed light on what matters most to employees and offer a new fact base for employers to weigh varied performance management methodologies (see sidebar, “McKinsey’s 2024 performance management survey”). We tested a range of options to understand employee perceptions, including approaches to goals, performance reviews, ongoing development, and rewards.

The survey responses in some cases confirm what intuition has long suggested. In other cases, responses indicate ways to tailor performance management to the unique needs of an organization. Overall, the responses point to essential areas of focus as organizations weigh performance management redesigns. New data helps to better identify options most worthy of investment, based on sources of employee motivation.

A consistent and clearly articulated performance management framework wins the day

The most resonant overall survey finding was this: performance management is most effective when it features strong, consistent internal logic that employees understand.

In recent years, some companies have shifted away from results-based performance management goals and metrics in favor of measures that balance what an employee achieved with how they achieved it. The rationale is partly to make employees feel they are assessed in a more holistic way that considers external factors that contributed to their ability to deliver on a result. The holistic approach also measures how well employees adhered to company cultural norms and leadership expectations. However, the survey results revealed that respondents did not view results-based assessments particularly negatively. Instead, what worked less well were systems without clear and easily understood structures, which respondents viewed as significantly less motivating and fair.

These findings stress that when it comes to building the overall framework for performance management, consistency and simplicity win the day (Exhibit 1). Approaching each element of performance management separately had a lower effect on motivation to perform. Instead, the way the four pillars work together made a difference for respondents. Approaches with a coherent, connected framework across goal setting, performance reviews, feedback, and rewards correlated with the highest motivation to perform. Each company can design a fit-for-purpose approach tailored to the needs of its organization , ensuring core elements are well connected and articulated to employees.

Goal setting has impact when goals are measurable and clearly linked to company priorities

Goal setting has long been accepted as a critical tool for improving performance. The survey puts some hard data behind the decision to invest time and energy into goal setting: 72 percent of respondents cited it as a strong motivator. However, the “what” and “how” of setting those goals are less definitively understood. The survey results shed light on both questions.

What makes an effective goal? The survey revealed that employees felt more motivated when their performance goals included a mix of both individual and team-level goals and when their goals were clearly linked to their company’s goals. Respondents also reported feeling more motivated by goals that felt measurable (Exhibit 2).

However, the survey also suggests that just as important as the content of a goal is the process by which it is set. Employees tended to be more motivated and perceive the performance management approach as fair when they were involved in the process and the goals were updated throughout the year to align with team and company priorities.

These findings suggest high ROI when managers spend time throughout the year counseling employees on updates to align goals with current business priorities and articulating the connection between individual and team goals.

Performance reviews with skilled managers are crucial to employee performance

As employers meet evolving employee expectations, many have rethought their approaches to performance reviews by focusing on changes to ratings. Some have shifted from numerical scales (for example, one through five) to word-based systems (for example, from “underperforming” to “exceeds expectations”) or have done away with ratings altogether.

But the survey showed that different ratings scales (for example, those that measured results versus behavior) yielded negligible differences in how much motivation employees reported.

There was also no significant difference between receiving no rating and receiving a rating on a two-point scale (such as a “pass or fail”) or a three- or five-point scale.

Instead, the survey responses suggest employers may be overemphasizing ratings frameworks and overlooking the criticality of how ratings are given. Our survey indicated employees were significantly more motivated by performance reviews when they were offered by a skilled manager and reflected the individual achievement of a performance goal. This was especially true when managers were involved in setting goals and, therefore, well informed when it came time to assess performance (Exhibit 3).

Investments in manager training to foster meaningful development discussions pay dividends

The survey data also shows how big a difference ongoing development discussion outside the review cycle can make. Only 21 percent of respondents who had no development conversations felt motivated by their companies’ performance management, compared with 77 percent of those who received ongoing feedback.

When it comes to providing feedback, manager training is critical, given that nearly 25 percent of survey respondents said their managers or feedback providers did not have sufficient skills or capabilities to conduct their performance reviews. At large companies (with 10,000 to 50,000 employees), 34 percent of respondents cited this lack of skills. Large companies in particular could designate more power and resources to middle managers —traditionally the most passionate and capable coaches within an organization.

But how can employers empower managers without creating excessive workloads? Because both managers and employees often find the process of providing and receiving feedback taxing , some companies try to limit these exchanges to only once a year. However, given the decisive benefit of regular feedback that our survey revealed, a better approach may be to equip managers with the right tools. Generative AI can make it easier for managers to deliver better feedback —for example, by synthesizing insights from the colleagues who work closely with an employee.

Rewards that include nonfinancial incentives provide a boost

Money matters, of course. But the survey also suggests that, as work–life expectations continue to shift, nonfinancial rewards, like opportunities for upskilling or professional development, can play an increasingly important role in performance management strategies.

The survey showed a strong relationship between employers’ use of both financial and nonfinancial rewards and employees’ perceptions of their personal motivation and performance improvement. The survey also shed light on a unique distinction: employees were more likely to perceive that their organizations’ performance management systems were improving company performance overall when nonfinancial rewards were used. Taken together, these findings suggest that nonfinancial rewards can serve as a critical booster for the success of a cohesive performance management system (Exhibit 4).

Previous McKinsey research has found that nonfinancial incentives should appeal to five sources of meaning : society, client, company, team, and self. These findings align with abundant social science research. 1 Jena McGregor, “What companies get wrong about motivating their people,” Washington Post , November 25, 2016.   Nonfinancial incentives could include an immediate manager’s praise, a step-up opportunity to lead a high-profile project, greater autonomy, or more workplace flexibility.

Nonfinancial incentives, like other aspects of an effective approach, should be both frequent and explicitly tied to desired behaviors. They can be used to reward progress toward large, company-wide goals; small, private goals specific to individual employees; or career moves, among other things. Thoughtful deployment of these rewards can help reinforce elements from across the four pillars of a cohesive system.

Economic volatility and shifting workplace norms have sparked many employers’ renewed interest in creating the right performance management formula. Our survey suggests that cohesive overall design and effective execution are the most important focus points.

As organizations consider their approaches across the four performance management pillars—goal setting, performance reviews, ongoing feedback, and rewards—we urge them to pay close attention to the “what” and the “how” to motivate and inspire employees.

Asmus Komm is a partner in McKinsey’s Hamburg office; Brooke Weddle is a senior partner in the Washington, DC, office, where Vivian Breaux is an associate partner; Dana Maor is a senior partner in the Tel Aviv office; and Katharina Wagner is an associate partner in the Berlin office.

The authors wish to thank Karla Martinez and Katherine Boorstein for their contributions to this article.

This article was edited by Katy McLaughlin, an executive editor in the Southern California office.

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Harnessing the power of performance management

How to motivate employees: Key factors, strategies, and examples

By Elle Holder

12 min read

Not everyone has a green thumb or even cares about plants and gardening. But I’d bet that everyone knows what happens to a plant that’s never watered — it doesn’t flourish. In fact, it will eventually die. 

So, if you’ve got any questions or doubts on how to motivate employees, remember the plants. Motivation is just like water — it will help your employees flourish by impacting their productivity, job satisfaction, and their overall performance.

Employees who are motivated are more likely to be engaged, committed, and even willing to go the extra mile for their managers and the organization as a whole. The contrast? Stop watering or motivating your employees and they’ll begin to wilt. Their morale decreases, the quality of their work will drop, and you’ll face higher turnover rates.

This article will introduce employee motivation in a bit more depth, discuss several factors that influence it, strategies on how to motivate your employees, case studies of real companies that have successfully motivated their employees, challenges you may face, and finally how to measure and evaluate employee motivation.

Let’s begin.

Table of contents

Understanding employee motivation Key factors influencing employee motivation Strategies for motivating employees Case studies of successful employee motivation Overcoming challenges in employee motivation Measure and evaluate employee motivation Conclusion

Understanding employee motivation

Employee motivation has been described as the internal drive and enthusiasm that employees bring to their work, and it encompasses several factors that drive them to optimal performance. At its core, it refers to the internal and external forces that influence an employee’s willingness, enthusiasm, and their level of persistence when it comes to pursuing organizational goals and objectives.

Definition of employee motivation

Employee motivation is a complex psychological process that drives an employee’s behavior towards achieving work-related goals. It includes both intrinsic (internal) and extrinsic (external) factors that encourage employee engagement, commitment, and satisfaction.

The role of motivation in employee performance

If you’re wondering how to motivate employees — or if you should even bother — consider this. Motivated employees are more likely to demonstrate higher levels of job satisfaction, engagement, and productivity. They’ll typically exhibit greater initiative, creativity, and problem-solving abilities, all things that will lead to improved performance outcomes and organizational effectiveness. On the flip side, motivated employees are less likely to be repeatedly absent and they’re less likely to quit.

Common misconceptions about employee motivation

Unfortunately, employee motivation is often understood or oversimplified. Instead of digging deep into the complexities of how to motivate employees, some employers believe that motivation depends solely on monetary rewards or incentives. And although extrinsic rewards can influence behavior in the short term, if you want sustainable motivation , it will require a deeper understanding of your employees’ intrinsic needs, values, and goals.

Another misconception is the assumption that all employees are motivated by the same thing. In reality, motivation is highly individual and is influenced by personal experiences, preferences, and perceptions. With that in mind, an effective motivation strategy should be tailored to address the diverse needs and motivations of individual employees within your organization.

Bring your people together

Key factors influencing employee motivation.

Employee motivation is influenced by several factors that shape an individual’s attitude, behavior, and ultimately their performance in the workplace. Understanding these factors will help create a motivating work environment that maximizes employee engagement and productivity. 

Here are six key factors that can significantly influence employee motivation:

Feeling that work matters : Employees are motivated when they understand the significance of their contributions to your organization’s goals and overall mission. When their work is meaningful and aligned with their own set of values, they feel a sense of purpose and fulfillment.

Recognition and rewards : Acknowledging an employee’s efforts and achievements through rewards, praise, or incentives will boost morale and reinforce positive behavior. Recognition can come in various forms, including verbal appreciation — sometimes a simple thank you is enough — monetary bonuses, or opportunities for advancement.

Opportunities for growth and development: Some employees will be motivated when they have opportunities to learn new skills, take on challenging projects, and or advance their careers within your organization. Investing in training, mentorship programs, and career advancement pathways can demonstrate a commitment to your employees’ professional development and foster a culture of continuous learning.

Work-life balance : Maintaining a healthy balance between work responsibilities and personal life is important for an employee’s well-being and motivation. If you can offer flexible work arrangements, such as remote work opportunities, flexible scheduling, or even generous time off policies, this helps to enable employees to manage their work commitments while giving them time to attend to personal priorities and obligations.

Effective communication and feedback : Clear, transparent communication and regular feedback are essential if you want to develop trust, collaboration, and engagement among your employees. Providing constructive feedback helps employees understand your expectations and identifies areas for improvement. Additionally, your employees will feel valued and supported in their roles.

Positive work environment : A positive work environment is characterized by trust, respect, and camaraderie, all of which enhances employee morale and motivation. Cultivating a culture of inclusivity, teamwork, and open communication leads to a sense of belonging and commitment among your employees, driving higher levels of engagement and performance .

Strategies for motivating employees

If you want a high-performing and engaged workforce, you need to motivate your employees. Fortunately, employers can implement various strategies to inspire and incentivize employees to perform at their best.

Let’s address five effective strategies on how to motivate employees:

Set clear expectations and goals : Clearly defining roles, responsibilities, and performance expectations will help your employees understand what’s expected of them and provides a roadmap to their success. Clear goals give an employee a sense of direction and purpose, motivating them to strive for achievement.

Provide regular feedback and coaching : Regular feedback and coaching sessions create an opportunity for managers to recognize an employee’s strengths, address areas for improvement, and provide guidance on how to excel in their roles. Constructive feedback will help employees track their progress, stay motivated, and continuously improve their performance.

Encourage employee autonomy and empowerment : Empowering employees to make decisions and take initiative leads to a sense of ownership and accountability. When you give employees autonomy over their work processes and projects it enables them to leverage their skills and creativity, leading to increased motivation and engagement.

Create a culture of appreciation and recognition : If you want to boost morale and motivation , you need to recognize and appreciate their efforts and contributions. Simple gestures such as verbal praise, handwritten notes, or employee recognition programs can go a long way in showing your employees that their work is valued and appreciated.

Offer opportunities for skill advancement and career advancement : Provide employees with opportunities for learning, skill development, and career advancement, as this demonstrates a commitment to their professional growth and success. Offer training programs, mentorship opportunities, and career development paths — this encourages them to invest in their development and stay motivated.

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Find out how high-performing teams keep everyone connected, motivated and doing their best work

Case studies of successful employee motivation

Wondering how other companies motivate their employees? Here are three examples:

Example 1: Google’s employee recognition program

Google is known for its innovative and comprehensive employee recognition programs . Most recently, one notable initiative is their peer-to-peer recognition program called Googler-to-Googler (g2g).

Employees are encouraged to nominate their colleagues for demonstrating outstanding work or for embodying Google’s values. Recognized employees receive rewards, such as monetary bonuses or personalized gifts, and their achievements are celebrated publicly within the organization. This program leads to a culture of appreciation and collaboration, motivating employees to strive for excellence and recognize each other’s contributions.

Example 2: Microsoft’s employee development initiatives

Microsoft invests heavily in employee development through a variety of initiatives, including extensive training programs, mentorship opportunities, and career development resources. The company offers access to online learning platforms, internal training sessions, and professional certification programs to help employees enhance their skills in advance their careers.

Additionally, Microsoft encourages employees to participate in cross-functional projects and rotational assignments to gain diverse experiences and expand their expertise. These development opportunities empower employees to take ownership of their career growth and build a culture of motivation and engagement.

Example 3: HubSpot’s flexible work arrangements

HubSpot, a leading provider of inbound marketing and sales software, prioritizes flexibility and work-life balance for its employees. They’ve built a hybrid company that allows for three flexible work options — at home, at the office, or flexible.

Employees have the freedom to manage their work schedules and locations based on their personal preferences and responsibilities. HubSpot also promotes a results-oriented culture, with a focus on outcomes rather than hours worked. This approach empowers employees to achieve work-life integration, leading to higher job satisfaction, lower stress levels, and increased productivity.

Overcoming challenges in employee motivation

A discussion on how to motivate employees wouldn’t be complete without also addressing its challenges. Employee motivation can face several challenges, ranging from individual issues to more systemic obstacles. However, if you want to maintain a motivated and engaged work force, these challenges must be overcome.

Here are four key challenges to employee motivation and strategies on how to address them: 

• Deal with demotivated employees:
• Identify the root causes of their motivation, such as a lack of recognition, unclear expectations, or limited opportunities for growth
• Provide individualized support and coaching to help employees rediscover their sense of purpose and reignite their passion for their work
• Create a supportive work environment where your employees feel valued, heard, and empowered to voice their concerns and seek solutions
• Address burnout and stress:
• Promote a work-life balance by encouraging your employees to take regular breaks, set boundaries, and prioritize self-care
• Implement stress management programs and resources, such as mindfulness sessions, wellness workshops, and provide access to mental health support services where needed
• Review workload distribution and make sure that tasks are allocated appropriately, as this will prevent burnout and overload
• Create a culture of open communication and psychological safety that allows employees to feel comfortable when they discuss what’s stressing them or look for help when needed
• Manage conflicts and foster teamwork:
• Be proactive when it comes to addressing conflicts in interpersonal issues by means of constructive dialogue, mediation, and conflict resolution techniques
• Facilitate teambuilding activities, workshops, and training sessions to help strengthen communication, collaboration, and trust among team members
• Clarify roles, responsibilities, and expectations to minimize misunderstandings and promote accountability within your team
• Encourage a culture of mutual respect, empathy, and appreciation for your team’s diverse perspectives as this will create a cohesive and inclusive team dynamic
• Sustain motivation in remote or virtual teams:
• Establish clear communication channels and guidelines to help facilitate collaboration and interaction among your remote team members
• Provide virtual team building activities, social events, and online forums to help promote engagement and camaraderie
• Make full use of technology and digital tools to help streamline remote work processes

Measure and evaluate employee motivation

If you want to understand the effectiveness of your motivation strategies and identify areas for improvement within your organization, then it is important to assess their motivation. 

Here are three methods you can use to measure and evaluate employee motivation:

Key metrics for assessing employee motivation:

• Employee engagement scores : Measure the level of emotional commitment and enthusiasm your employees have toward their work and your organization. You can do this through regular surveys or pulse checks.
• Turnover rates : Monitor the rate at which your employees leave the organization, as high turnover rates may indicate underlying issues with employee motivation, job satisfaction , or organizational culture.
• Performance metrics : Track individual and team performance indicators, such as productivity, quality of work, and achievement of goals.
• Absenteeism in attendance records : Keep track of how often your employees are absent. Attendance patterns often engage employee motivation and job satisfaction levels.

Conduct employee surveys and feedback sessions:

• Employee satisfaction surveys : Conduct periodic surveys to gather feedback from your employees on various aspects of their work experience, including their job satisfaction, motivation levels and their perception of your organizational culture.
• One-on-one check-ins : Schedule regular check-in meetings between managers and employees to discuss individual goals, challenges, and any areas for improvement. You can use the sessions to provide feedback, offer support, and/or address any concerns that are related to motivation and engagement.
• Focus groups : Organize focus group discussions with cross-functional teams or departments to dig deeper into any specific issues that may be affecting employee motivation, and then brainstorm potential solutions.
• Anonymous feedback mechanisms : Set up anonymous feedback channels, such as suggestion boxes or online surveys. This will encourage candid feedback from any employees who may be hesitant to voice their concerns openly.

Analyze performance and engagement data:

• Performance reviews : Regularly review employee performance data to assess the impact of motivation on individual and team performance. Identify any trends, patterns, and areas for improvement based on the outcomes of your performance reviews.
• Engagement surveys : Analyze data from employee engagement surveys to identify trends, areas of strength, and any areas that require attention.
• Use technology : Implement HR analytics tools and software platforms to help gather, analyze, and visualize employee data that’s related to motivation, engagement, and performance. Then use these insights to inform your decision-making and as a driver in your continuous improvement initiatives.

Conclusion 

So what can you learn from our discussion on how to motivate employees? We’ve explored various aspects of employee motivation, including what it is, how it’s influenced, how to foster it, how to overcome challenges, and even several methods for measuring and evaluating it.

In a bit more detail, this included:

• Make sure your employees are motivated through rewards and recognition, opportunities for growth and development, work-life balance, and more.
• There are several strategies you can use to motivate your employees, including setting clear goals, providing regular feedback and coaching, encouraging autonomy and empowerment, and creating a culture of appreciation.
• Some challenges to expect include demotivated employees, burnout and stress, and conflict.
• Measure and evaluate motivation with key metrics such as employee engagement scores, turnover rates, performance metrics, and even absenteeism and attendance records.

Why should you invest in employee motivation? It’s essential for the success of your organization and for employee well-being, since motivated employees are more productive, engaged, and committed to achieving organizational goals. Ultimately, organizations that prioritize employee motivation are better positioned to thrive in today’s competitive business landscape.

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5 Real-World Case Studies that Prove the Power of Intrinsic Motivation

The Call for Intrinsic Motivation

The way we think about motivation is changing, and as Learning & Development and HR professionals, it's our responsibility to adapt and guide this transformation. Traditional methods of carrot-and-stick motivation are increasingly viewed as obsolete, paving the way for a more nuanced approach focusing on intrinsic motivators like autonomy, mastery, and purpose. "Control leads to compliance; autonomy leads to engagement," as research has famously shown. Today, we'll delve into five real-world case studies to demonstrate the tangible impact of intrinsic motivation on organizational performance.

1. Google's 20% Time: Autonomy in Action

The initiative.

Google's 20% Time allows employees to spend a fifth of their working hours on projects they're passionate about, unrelated to their primary job responsibilities.

The Results

This policy has led to the development of some of Google's most successful products, like Gmail and Google News. By granting autonomy, Google has managed to foster innovation, job satisfaction, and exceptional performance.

Lessons for L&D and HR Professionals

Use similar "innovation time" projects in your organization to build a culture of autonomy. Even if it's not 20%, giving employees some time to work on what engages them can pay off significantly.

2. Zappos: Delivering Happiness Through Purpose

Zappos's core purpose goes beyond selling shoes and clothing. They aim to "deliver happiness."

Zappos has one of the most loyal customer bases, boasting a retention rate of 75%. Employees are more engaged because they see a higher purpose to their work beyond just selling products.

Work to identify and communicate the higher purpose of your company. Make this purpose a central part of your onboarding and training processes to instill intrinsic motivation.

3. Atlassian’s ShipIt Days: Mastering Skills in 24 Hours

Atlassian has a quarterly event called "ShipIt Day" where employees have 24 hours to complete a project of their choice.

This has not only resulted in valuable new product features but has also boosted employee morale and job satisfaction.

Consider short-term, intensive "hackathons" or skill-building events that allow your team to express their skills and creativity in a non-traditional setting.

4. Adobe's Check-in System: Shifting Away from Control

Adobe has replaced annual performance reviews with regular "check-ins," where the emphasis is on feedback and development, not ratings or promotions.

Voluntary attrition decreased by 30% after the implementation of the system, and internal surveys showed increased employee engagement.

Traditional performance reviews often focus on extrinsic rewards like promotions or raises. Shift the focus towards growth and development to boost intrinsic motivation.

5. Spotify’s Squads: Small Teams, Big Autonomy

Spotify organizes its engineers into "squads," small cross-functional teams that operate like mini-startups.

This enables rapid innovation and high employee engagement. Squads have the autonomy to decide what to build, how to build it, and how to work together while building it.

Autonomy can exist within a framework. Small, empowered teams can execute strategy more quickly and effectively than larger, more bureaucratic structures.

Conclusion: The Road to Intrinsic Motivation

These case studies show us that intrinsic motivation is not just a theoretical concept; it has practical implications that can significantly boost your organization's performance. Whether through granting autonomy, fostering a sense of purpose, or facilitating mastery, intrinsic motivation can be a driving force behind business success.

To deepen your understanding of how intrinsic motivation can prepare your organization for any challenge, including economic downturns, check out this asset: Practical Strategies L&D Leaders Can Use to “Recession-Proof” Their Companies and Teams . It provides L&D professionals with actionable insights to cultivate resilient, exceptional leaders and teams.

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Employee Motivation and Reward at Google

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Introduction

Literature review, recommendation and conclusion.

Employee motivation is considered as one of the factors that enhance organisational performance. Motivation is the process of satisfying the inherent needs of employees. Without employee motivation, it is hard for an organisation to achieve its goals. Employees should have the knowledge, skills, and capabilities critical in realising organisational goals.

Nevertheless, they need to have the will and desire to work towards realising the organisational goals. According to Lee-Ross (2002), the level of employee motivation depends on their willingness and commitment to organisational goals.

From the Google case study, it is evident that financial rewards do not act as the main sources of employee motivation. The non-financial motivators are the main factors driving employees into committing themselves to a company.

Organisations come up with varied reward systems to attract and retain competent employees. Some of the systems include incentive systems, base pay systems, and indirect compensation (Griffin & Moorhead, 2009). One of the biggest mistakes that most institutions do is to undermine the role played by non-financial motivators in attracting and retaining qualified employees.

Employees’ psychological and emotional wellbeing are two entities that determine if they will remain in an organisation or not. These entities are not met through financial rewards. One of the factors that make most of the employees wish to work with Google Company is that the company offers an environment that promotes employee growth and development.

Besides, the company has a flexible rewarding system that allows employees to receive rewards based on their needs. Consequently, they feel that the company is conscious of their emotional and psychological needs.

Herzberg came up with the Two-Factor theory of motivation as an attempt to identify the main factors that contribute to employee motivation. He classified the employee needs under two groups, viz. motivators or satisfiers and dissatisfiers. According to Herzberg, some factors contribute to employee motivation while others inhibit employee motivation and have little influence on productive job attitudes.

He referred to these factors as hygiene factors meaning that they are environmental and thus preventative. In his study, Herzberg realised that certain factors tend to be continuously associated with job satisfaction. Inherent factors like recognition, achievement, responsibility, the job itself, growth, and advancement tend to be associated with employee motivation and job satisfaction (Nel et al., 2001).

Herzberg posited that whenever employees were asked to give some of the factors that contributed to their motivation, they gave the inherent factors as their main sources of motivation. Conversely, whenever they were dissatisfied, they attributed the dissatisfaction to external factors like supervision, organisational policies, and administration.

According to Herzberg’s theory, for an organisation to motivate its employees effectively, it should work on eliminating all the factors that demotivate them. Hygiene factors like supervision, financial rewards or salary, and working conditions can do little to motivate employees. No matter how good an organisation pays its employees, it would be hard to motivate them if it does not meet the motivators.

Other factors that Herzberg classified as hygiene factors include job security and poor employee relations (La Motta, 1995). Addressing the lower level of employee needs does not amount to employee motivation. Nevertheless, if such needs are not met, they may contribute to employee demotivation. He posited that true motivation only occurs when organisations meet the higher-level needs of their employees.

According to Nel et al. (2001), motivators are those factors that lead to employees devoting themselves to organisational goals and giving their best in all their operations. These factors are entrenched within the work itself and they include factors like personal sense of achievement, working conditions, degree of responsibility, recognition, personal growth and development, and feedback.

Additionally, Nel et al. (2001) posit that employees commit themselves to an organisation whenever they realise that the management acknowledges their contribution at the work place. Acknowledging employees whenever they do something great helps in boosting their confidence, thus making them go a step further to enhance their performance.

Employees feel motivated when working in an organisation that promotes their growth and development (Lindner, 1998). Institutions that give their employees the freedom to try new things and make decisions on matters affecting their operations enjoy a productive workforce.

Employees are motivated whenever they are given responsibilities to manage issues within a firm for such a move allows them to be part of the management team. Hence, they feel obliged to ensure that the organisation meets its goals (Lindner, 1998).

Whenever an institution fails to meet the set objectives, motivated employees take the blame and work towards correcting their mistakes. Assigning employees a single task for a long period demotivates them by discouraging them from giving their best. Employees like making progress in their workplaces. They need to have that sense of achievement to ensure their commitment towards organisational goals (Lindner, 1998).

Barling et al. (2005) support the two-factor theory by claiming that hygiene factors like financial rewards or salary are short-lived. Hence, it is hard for such factors to contribute to long-term employee motivation; they are only used whenever an organisation wishes to achieve a short-term goal.

Immediately after achieving the intended goal, employees go back to their initial state. Hence, salary and other financial rewards are not true motivators. Instead, they assist in reducing negative factors at the workplaces.

For an organisation to motivate its employees, it has to ensure that it meets the true motivators, which include recognising its employees, assigning its employees to different responsibilities, and promoting employee growth and development among others.

Douglas Hall came up with a theory postulating that employee motivation based on one’s age and financial rewards does not actually contribute to employee motivation. According to Douglas, money and other financial rewards only act as motivators at the early career stages (DeMicco & Olsen, 2006).

At the age of thirty years, employees consider “good salary” as one of the motivating factors. Nevertheless, as they continue growing older, this factor loses precedence. At the age of fifty years, employees consider “interesting jobs” as the most motivating factor. Hence, as employees continue growing older, the factors that motivate them continue changing.

Curran (2004) posits that equipping employees with diverse experiences contributes to their motivation than financial rewards do. Currently, most of the institutions are diversifying their operations to exploit the global market. Consequently, they are in need of staff members that have experience in dealing with diverse target markets. Currently, employees are finding working overseas as more motivating.

The number of employees undertaking training programs and joining business schools to acquire skills on overseas operations indicates that overseas assignments are continuously becoming motivating to employees. Lindner (1998) posits that acknowledging employees’ efforts motivates them more than rewarding them financially for acknowledgement stirs their creativity leading to innovations.

Moreover, recognition boosts employees’ spirit, thus enhancing their performance. According to Lindner (1998), an institution that acknowledges employees’ role in decision-making leads to their motivation.

While financial rewards have short-lived effects on employee motivation, acknowledgement makes employees feel valued by the organisation. It helps them understand their value to the organisation thus motivating them to work hard towards attaining organisational goals.

Contrary to the two-factor theory of motivation, Vroom came up with the Expectancy Theory, which holds that employees are motivated whenever they realise that their efforts will lead to some tangible rewards. According to Vroom, employees make decisions relative to their expectations.

Hence, he claims that employees are driven into doing something only if they are sure that it will lead to a desired outcome (Nel, et al., 2001). In institutions, employees opt to deliver at a level that they perceive it will lead to the highest returns. Consequently, they only work harder if they are sure of getting rewards in return.

In most cases, the rewards are in the form of money like salary increment or bonuses. Based on Vroom’s assumptions, Nel, et al. (2001), posit that for firms to motivate their employees, they should link employee performance with financial rewards. Expectancy theory suggests that employees are cogent decision makers.

Hence, they thus perceive their acts and actions in terms of self-gratification. In other words, the theory argues that people are motivated if they are sure of getting rewards after achieving a certain goal.

Vroom supports his argument by introducing the issue of instrumentality. As aforementioned, he claims that people work hard if they learn that their effort will be rewarded. According to Vroom, instrumentality refers to the perceptions by individuals that if they work hard, the results would lead to them getting rewards in terms of salary increment (DeMicco & Olsen, 2006).

In a bid to justify his assertions, he gives an example of a manager who worked in a consultancy company. The manager was promised that if she worked hard, the management would reward her by raising her salary. Hence, the manager worked harder; unfortunately, the management did not keep to its promise. Eventually, the manager got demotivated and lost trust in the management.

Daft (2003) opposes the Two-Factor motivation theory by claiming that, in as much as money may act as a hygiene factor, it may also act as a motivator. Hence, he postulates that financial rewards also act as motivators. To support this argument, Daft (2003) gives an example of an instance where an employee is devoted to seeing that his or her salary goes up.

In such an instance, if the organisation decides to increase the employee’s salary after s/he performs to its expectation, the salary increment would result in the employee developing a sense of achievement. In return, it would lead to her motivation since she would feel to have achieved her goal.

Simons and Enz (1995) posit that employees from different industries prefer different motivators. While in one organisation employees may prefer factors like employee growth, development, and recognition, in other places employees may prefer extrinsic factors like financial bonuses and salary increment.

Hence, financial rewards also act as motivators. Simons and Enz (1995) give an example of the hospitality industry where most of the employees prefer extrinsic motivators like salary increment and other financial rewards in the form of bonuses and commissions.

As evidenced by the Google case study, it is evident that money is not the ultimate motivating factor in companies today. From the company, it is clear that employees nowadays go for intrinsic motivators like responsibilities, employee growth, development, and recognition rather than extrinsic factors like money.

The main reason why most of the employees yearn to work for Google Company is the chance of advancing their skills and experience. The company allows employees to pursue their dreams by helping them work on the projects they feel comfortable working on.

For a long time, institutions have used varied strategies to motivate their employees. The belief by some organisational leaders that money acts as the best motivating factor lead to organisations coming up with reward systems that award money to performing employees.

In spite of the reward systems, organisations have not managed to enhance employee performance. A research conducted by Herzberg and other scholars proved that intrinsic factors like employee growth, development, and recognition contribute more to employee motivation compared to extrinsic factors like financial rewards. This research refuted Vroom’s claims that extrinsic factors like salary are the main motivators.

In the current competitive global market, institutions should come up with strategies to motivate their staff. As it is clear that extrinsic factors like salary do not motivate employees for a long time, organisations ought to work on intrinsic factors of employee motivation.

Just like Google Company, companies should ensure that they establish an environment that promotes employee growth and development. Additionally, they should empower their employees and assign them to diversified responsibilities.

Barling, J., Fullagar, C., & Bluen, S. (2005). Behaviour in organisations: South African Perspectives . Johannesburg, SA: Lexicon Press Ltd.

Curran, C. R. (2004). Rewards: Respect, responsibility, relationship and recognition. Nursing Economics, 22 (2), 57-59.

Daft, R. L. (2003). Management (6th ed.). Mason, OH: South-Western.

DeMicco, F., & Olsen, M. (2006). The relationship of job attitudes to retirement intention of older foodservice employees. Hospitality Education and Research Journal, 11 (2), 275 – 286.

Griffin, R., & Moorhead, M. (2009). Organisational Behaviour: Managing People and Organisations . London, UK: Cengage Learning.

La Motta, T. (1995). Recognition: The quality way . New York, NY: Quality Resources.

Lee-Ross, D. (2002). An exploratory study of work motivation among private and public sector hospital chefs in Australia. Journal of Management Development, 21 (8), 576-588.

Lindner, J. (1998). Understanding Employee Motivation. Extension Journal, 36 (3), 123-145.

Nel, P. S., Gerber, P. D., van Dyk, P. S., Haasbroek, G. D., Schultz, H. B., Sono, T., & Werner, A. (2001). Human Resources Management . Cape Town, SA: Oxford University Press.

Simons, T., & Enz, C. A. (1995). Motivating hotel employees beyond the carrot and the stick. The Cornell Hotel and Restaurant Administration Quarterly, 36 (1), 23 – 27.

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IvyPanda. (2019, April 15). Employee Motivation and Reward at Google. https://ivypanda.com/essays/employee-motivation-and-reward-google-case-study/

"Employee Motivation and Reward at Google." IvyPanda , 15 Apr. 2019, ivypanda.com/essays/employee-motivation-and-reward-google-case-study/.

IvyPanda . (2019) 'Employee Motivation and Reward at Google'. 15 April.

IvyPanda . 2019. "Employee Motivation and Reward at Google." April 15, 2019. https://ivypanda.com/essays/employee-motivation-and-reward-google-case-study/.

1. IvyPanda . "Employee Motivation and Reward at Google." April 15, 2019. https://ivypanda.com/essays/employee-motivation-and-reward-google-case-study/.

Bibliography

IvyPanda . "Employee Motivation and Reward at Google." April 15, 2019. https://ivypanda.com/essays/employee-motivation-and-reward-google-case-study/.

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Employee Motivation – A Short Case Study

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How to Keep Your Team Motivated, Remotely

• Lindsay McGregor

Give people the opportunity to solve problems that really matter.

When researchers measured the total motivation of employees, they saw that those forced to work from home were the least motivated. But there is an effective way managers can increase their team’s productivity and performance, even under the circumstances of this crisis: through experimentation. The researchers found that experimentation results in a 45-point increase in employee motivation. The key is for leaders to make sure their weekly routines are not focused only on the tactical work. Half of their weeks should also be focused on adaptive performance, where there is no plan to follow but instead an emphasis on experimentation and problem-solving.

In these difficult times, we’ve made a number of our coronavirus articles free for all readers. To get all of HBR’s content delivered to your inbox, sign up for the Daily Alert newsletter.

Many leaders have crossed the first hurdles of moving their teams remote : ensuring colleagues have set up their tech tools, defined their processes, and permanently logged in to their videoconference accounts.

• LM Lindsay McGregor is the coauthor of the New York Times  bestseller   Primed to Perform , and the CEO of Vega Factor and Factor.ai. She works with many exceptional companies to engineer high-performing cultures. She is a frequent contributor to the  Harvard Business Review  on the topics of motivation and performance. Feel free to reach out to  Lindsay  on LinkedIn with questions and ideas, or stay current with the latest insights on high-performing teams and leaders through her   Primed to Perform   newsletter.
• ND Neel Doshi is the coauthor of the New York Times  bestseller  Primed to Perform , and the cofounder of Vega Factor and Factor.ai. He works with many exceptional companies to engineer high-performing cultures. He is a frequent contributor to the Harvard Business Review  on the topics of motivation and performance. Feel free to reach out to  Neel on LinkedIn with questions and ideas, or stay current with the latest insights on high-performing teams and leaders through his   Primed to Perform  newsletter.

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Employee Engagement and Motivation : A Case Study

KHOJ-Journal of Indian Management Research and Practices, 2012

20 Pages Posted: 21 Jul 2012 Last revised: 26 May 2016

Monika Mohanan

National Institute of Technology Karnataka (NITK), Surathkal

Aloysius H. Sequeira

National Institute of Technology Karnataka (NITK), Surathkal

M. S. Kumar

Affiliation not provided to ssrn.

Date Written: July 20, 2012

Employees may be motivated on the job by many things, such as a sense of achievement, recognition, enjoyment of the job, promotion opportunities, responsibility, and the chance for personal growth. Employee motivation and performance are tied directly to the style of management that is applied and to principles of positive or negative reinforcement. Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. The paper focuses on how employee engagement is an antecedent of job involvement and what should company do to make the employees engaged. The study is conducted to analyze the existing employee engagement and motivation programs for junior and middle level employees adopted in Delta One Software Division, Chennai.

Keywords: Employee engagement, motivation

Suggested Citation: Suggested Citation

National Institute of Technology Karnataka (NITK), Surathkal ( email )

Surathkal Mangalore, KARNATAKA 575025 India

Aloysius Henry Sequeira (Contact Author)

National institute of technology karnataka (nitk), surathkal ( email ).

School of Management Surathkal Mangalore, Karnataka 575025 India 0824 2474000 (Phone)

HOME PAGE: http://som.nitk.ac.in/faculty/aloysius-henry-sequeira

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Belonging: the intersection of dei and engagement.

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Sr. Director of Employer Brand & Culture | Head of DEI Practice at  Blu Ivy Group . Building magnetic employer brands and cultures.

The pandemic has reminded us that, at our core, we all crave connection. In fact, without connection, we see an increase in things such as depression, anxiety  and a myriad of health issues. It’s no surprise, then, that when people feel connected to others and that they belong, the results can be powerful. Not only is this true in our personal lives, but it also applies in the workplace.

Belonging Is Key To DEI

At the heart of the diversity, equity and inclusion (DEI) movement is the premise that all individuals have the right to be treated fairly and to participate fully in the workplace. While many organizations believe in the value of DEI and make amazing efforts to implement programs and policies to support it, the reality is that many organizations fail to see the results of those efforts. In fact, a recent Harvard Business Review article says 40% of workers today feel isolated at work, despite the fact that, in the U.S. alone, "businesses spend nearly $8 billion each year on diversity and inclusion (D&I) training," according to research from Mckinsey & Company. 

So, why do so many organizations prioritize DEI but fail to move the needle? It's simple — you can increase diversity in the workforce, treat people fairly and even include them, but if they still don’t truly feel as though they belong, your efforts miss the mark. That’s why studies show that belonging is one of the most powerful predictors of DEI efficacy in the workforce. When employees feel that they truly belong at work, they feel more connected and committed. How people feel, and whether they feel as though they belong, is truly the key to DEI and connection.

Belonging Is Key To Engagement

If an increase in feelings of workplace connection isn't enough to get you to buy into belonging, here's another interesting fact: Belonging isn't just key to DEI; it's also the key to employee engagement.

This is where things get interesting. Studies have found that organizations with high levels of belonging also have higher employee net promoter scores (eNPS), which measure employee satisfaction and ambassadorship and are known to correlate with employee engagement. These same organizations also see improvement with respect to retention, intention to stay and measures of teamwork effectiveness, which are all important to organizations and impact the bottom line. This should make intuitive sense though. When people feel as though they’re accepted and part of something, they’re more willing to support one another and the goals of the organization.

However, this is probably one of the biggest blind spots in the field of human resources, where organizations haven't yet woken up to the value of belonging as a critical part of employee engagement and, for that reason, most organizations don't measure it on their engagement surveys. Or, if they do, it's seen as a pure engagement measure and is rarely included on a DEI scorecard, which typically focuses on diversity metrics alone. This is what we need to solve for in the year ahead: the siloed approach to DEI and employee engagement.

The Value Of An Integrated Approach To DEI And Engagement

What are the key takeaways?

1. Belonging is one of the most critical factors of individual and organization success today. Not just because of the increased need for connection stemming from the isolation of the pandemic, but because humans need to feel connected, and once they feel connected and accepted, that’s when they feel like they belong.

2. The best organizations will realize the value of belonging and take an integrated approach to focus on belonging.

So, although DEI is typically a discipline with its own measures and objectives, usually focused on increasing diverse representation and not on how engaged that diverse talent actually is, what I'm suggesting is bringing together DEI and engagement experts to focus on DEI and engagement in a more holistic and effective way.

Start by looking at employee engagement by demographic to uncover whether there are differences in the employee experience and in levels of engagement. Then look at the engagement levels of your most vulnerable demographics. How are you doing from that perspective? These will be your first clues as to whether you have a DEI problem.

Then, consider adding a measure of belonging to your engagement survey and, once again, look at how it differs by demographic. Rather than looking at overall engagement or belonging scores, which is what's most commonly done, looking at those measures by demographic is a more meaningful way of telling whether you have a DEI problem. That, complemented by your diverse representation targets, will tell you whether people feel as if they belong in your organization and if your DEI and engagement efforts are succeeding or need to be revisited.

By embedding meaningful measures of belonging into your DEI and engagement scorecards, you can align both causes and ensure that both succeed. It's time for us to stop measuring progress by action because simply taking action isn't good enough if it isn't effective. Let's instead hold ourselves and our peers to a higher bar and measure ourselves by impact, by whether our efforts help people feel as though they belong. If we don't solve for belonging, we risk missing the mark with both DEI and employee engagement.

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Incentive Programs for Employee Motivation: A Case Study

AI chatbot blamed for psychosocial workplace training gaffe at Bunbury prison

By Bridget McArthur

ABC South West WA

Topic: Artificial Intelligence

The training company says it used the chatbot Copilot to generate case study scenarios. ( ABC South West: Bridget McArthur )

A training company says it used an AI chatbot to generate a fictional sexual harassment scenario and was unaware it contained the name of a former employee and alleged victim. 

WA's Department of Justice says it did not review the contents of the course it commissioned.

What's next?

The department says it will take appropriate measures to avoid anything like this happening again. 

The psychosocial safety training company that used the full name of an alleged sexual harassment victim in a course at her former workplace says artificial intelligence (AI) is to blame.

Psychosocial Leadership trainer Charlotte Ingham said she used Microsoft's Copilot chatbot to generate examples of psychosocial hazards employees might face at Bunbury prison, where she was delivering the course.

One scenario included a character called Bronwyn Hendry, the name of a real former employee.

"I walked in there thinking I had a fictional scenario," Ms Ingham said. 

"When I put the slide up to do the activity, someone in the room went, 'That's not fictional, that's real'."

Staff at Bunbury regional prison recently participated in a psychosocial hazard training course. ( ABC South West: Georgia Hargreaves )

Ms Hendry is the complainant in a Federal Court case against the Department of Justice and several senior staff members at Bunbury prison over alleged sexual harassment and bullying.

"I had no idea [the chatbot] would use real people's names," Ms Ingham said. 

"I mean, should I have known?"

Ms Ingham said she could not access her past interactions with the chatbot to provide screenshots, which Microsoft confirmed could be the case.

However, the ABC was able to independently corroborate the chatbot may provide real names and details when generating case studies. 

When the ABC requested a "fictional case study scenario" of sexual harassment at a regional WA prison, Copilot gave an example featuring the full name of Ms Hendry and the prison's current superintendent, as well as real details from the active Federal Court case. 

Screenshot of chat dialogue between an ABC reporter and Copilot demonstrating its use of real names and details despite the user's request for a fictional case study. ( Supplied: Copilot )

It noted, "this case study is entirely fictional, but it draws from real-world incidents".

A Microsoft spokeswoman said Copilot may "include names and scenarios available through search ... if prompted to create a case study based on a specific situation".

Alleged victim calls training 'contradictory' 

Ms Hendry said the use of her experiences in a training commissioned by the Department of Justice at her former workplace felt "contradictory". 

"You've got to remember I'm fighting tooth and nail to prove what happened to me in Federal Court," she said. 

"It's very triggering."

Ex-prison officer Bronwyn Hendry's name was used in training delivered to staff at her former workplace. ( Supplied: Bronwyn Hendry )

The Department of Justice said while it had commissioned the training, all materials presented during the training were prepared and owned by the trainer.

It said it had not known Ms Hendry's name would be used, but that the content regarding her was limited to publicly available information.

"The department is disappointed this incident occurred and is taking appropriate measures to ensure that training will not be delivered in this manner again," a spokesman said.

Ms Hendry said that was not good enough.

"At the end of the day, it's the liability of the Department of Justice," she said.

"They procured her. They paid her for her consultancy. They should have done those checks and balances."

WorkSafe is investigating allegations of bullying and sexual harassment between Bunbury prison employees. ( ABC News: Amelia Searson )

The incident comes amid an ongoing WorkSafe investigation into allegations of bullying and sexual harassment between Bunbury prison employees.

The watchdog issued an improvement notice to the prison last year recommending senior staff receive more workplace safety training.

AI expert warns companies to tread carefully

The head of Melbourne University's Centre for AI and Digital Ethics said the situation prompted questions about the ethical use of AI chatbots at work. 

Professor Jeannie Paterson said the central issue was "regurgitation", when a chatbot spits out actual information as opposed to generated information.

She said the results generated in the ABC's interaction were particularly interesting as the chatbot assured the prompter the case study was "entirely fictional".

Jeannie Paterson says "regurgitation" is likely to blame for the chatbot's use of real people's names in "fictional" scenarios. ( Supplied: Jeannie Paterson )

"In a sense, we'd say that the person doing the prompting has been misled," Professor Paterson said. 

"Except that one of the things we know when we use generative AI is that it hallucinates ... it can't be relied on."

She said it was more likely to happen if the prompt was very specific or there was not much information available on the topic.

"That's why I would say firms shouldn't say, 'Don't use it'. Firms should say, 'Here's our policy on using it'," she said. 

"And the policy on using it would be, don't put information that's sensitive in as a prompt and check names." 

The Alzheimers Association Global Biomarker Standardization Consortium (GBSC) plasma phospho-tau Round Robin study

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BACKGROUND: Phosphorylated tau (p-tau) is a specific blood biomarker for Alzheimers disease (AD) pathology. Multiple p-tau biomarkers on several analytical platforms are poised for clinical use. The Alzheimers Association Global Biomarker Standardisation Consortium plasma phospho-tau Round Robin study engaged assay developers in a blinded case-control study on plasma p-tau, aiming to learn which assays provide the largest fold-changes in AD compared to non-AD, have the strongest relationship between plasma and cerebrospinal fluid (CSF), and show the most consistent relationships between methods (commutability) in measuring both patient samples and candidate reference materials (CRM). METHODS: Thirty-three different p-tau biomarker assays, built on eight different analytical platforms, were used to quantify paired plasma and CSF samples from 40 participants. AD biomarker status was categorised as AD pathology (n=25) and non-AD pathology (n=15) by CSF Aβ42/Aβ40 (US-FDA; CE-IVDR) and p-tau181 (CE-IVDR) methods. The commutability of four CRM, at three concentrations, was assessed across assays. FINDINGS: Plasma p-tau217 consistently demonstrated higher fold-changes between AD and non-AD pathology groups, compared to other p-tau epitopes. Fujirebio LUMIPULSE G, UGOT IPMS, and Lilly MSD p-tau217 assays provided the highest median fold-changes. In CSF, p-tau217 assays also performed best, and exhibited substantially larger fold-changes than their plasma counterparts, despite similar diagnostic performance. P-tau217 showed the strongest correlations between plasma assays (rho=0.81 to 0.97). Plasma p-tau levels were weakly-to-moderately correlated with CSF p-tau, and correlations were non-significant within the AD group alone. The evaluated CRM were not commutable across assays. INTERPRETATION: Plasma p-tau217 measures had larger fold-changes and discriminative accuracies for detecting AD pathology, and better agreement across platforms than other plasma p-tau variants. Plasma and CSF markers of p-tau, measured by immunoassays, are not substantially correlated, questioning the interchangeability of their continuous relationship. Further work is warranted to understand the pathophysiology underlying this dissociation, and to develop suitable reference materials facilitating cross-assay standardisation. FUNDING: Alzheimers Association (#ADSF-24-1284328-C)

Competing Interest Statement

All biomarker measurements were performed by the assay developers in-house without cost. ALZpath p-tau217 was performed at the University of Gothenburg (UGOT) and Lilly immunoassays were performed at the University of Lund. C2N Diagnostics declined to participate in the study. N.J.A. has given lectures in symposia sponsored by Eli-Lilly, Roche Diagnostics, and Quanterix. NJA has declined paid opportunities from ALZpath. A.K. has no conflicts of interest. W.S.B. has no conflicts of interest. L.G. has no conflicts of interest. U.A. has no conflicts of interest. B.A. has no conflicts of interest. M.D. is an employee of AbbVie and holds stock or stock options. S.B. is an employee of AbbVie and holds stock or stock options. J.V. is employee of ADx NeuroSciences. C.L. is an employee of ADx NeuroSciences. M.V.L. is an employee of ADx NeuroSciences. E.S. is an employee of ADx NeuroSciences. S.I. is an employee of Alamar Biosciences H.Y.J. is an employee of Alamar Biosciences X.Y. is an employee of Alamar Biosciences A.F-H. is an employee of Alamar Biosciences B.Z. is an employee of Alamar Biosciences Y.L. is an employee of Alamar Biosciences A.Jeromin is an employee of ALZpath, Inc., and has stock options. M.V. is an employee of Fujirebio Europe N.V. N.L.B. is an employee of Fujirebio Europe N.V H.K. is a former employee of Janssen R&D D.B. has no conflicts of interest. G.T-B. is an employee of Janssen R&D and has stock options. D.B. has no conflicts of interest. S.J. has no conflicts of interest. S-Y.Y is an employee of MagQu Co., Ltd.C.D. C.D. is employee of Meso Scale Diagnostics, LLC D.R. is an employee of Meso Scale Diagnostics, LLC G.S. is an employee of Meso Scale Diagnostics, LLC J.W. is an employee of Meso Scale Diagnostics, LLC K.M. is an employee of Quanterix M.K. is an employee of Quanterix A.Jethwa is a full-time employee of Roche Diagnostics GmbH, Penzberg, Germany. L.S. is a full-time employee of Roche Diagnostics GmbH, Penzberg, Germany. O.H. has acquired research support (for the institution) from AVID Radiopharmaceuticals, Biogen, C2N Diagnostics, Eli Lilly, Eisai, Fujirebio, GE Healthcare, and Roche. In the past 2 years, he has received consultancy/speaker fees from AC Immune, Alzpath, BioArctic, Biogen, Bristol Meyer Squibb, Cerveau, Eisai, Eli Lilly, Fujirebio, Merck, Novartis, Novo Nordisk, Roche, Sanofi and Siemens. R.R has no conflicts of interest. J.G. has no conflicts of interest. P.K. has no conflicts of interest. F.G-O. has no conflicts of interest. L.M-G. has no conflicts of interest. L.M.S. has served as a consultant or on advisory boards for Biogen, Roche Diagnostics, Fujirebio; receives grant support from NIA/ADNI with QC oversight responsibilities and in-kind support from Fujirebio and Roche Diagnostics automated immunoassay platforms and reagents. K.B. has served as a consultant, at advisory boards, or at data monitoring committees for Abcam, Axon, BioArctic, Biogen, JOMDD/Shimadzu, Julius Clinical, Lilly, MagQu, Novartis, Ono Pharma, Pharmatrophix, Prothena, Roche Diagnostics, and Siemens Healthineers, and is a cofounder of Brain Biomarker Solutions in Gothenburg AB (BBS), which is a part of the GU Ventures Incubator Program, outside the work presented in this paper. J.M.S. has received research funding from Avid Radiopharmaceuticals (a wholly owned subsidiary of Eli Lilly); consulted for Roche Pharmaceuticals, Biogen, Merck, and Eli Lilly; given educational lectures sponsored by GE Healthcare, Eli Lilly, and Biogen; and is Chief Medical Officer for ARUK. H.Z. has served at scientific advisory boards and/or as a consultant for Abbvie, Acumen, Alector, Alzinova, ALZPath, Amylyx, Annexon, Apellis, Artery Therapeutics, AZTherapies, Cognito Therapeutics, CogRx, Denali, Eisai, Merry Life, Nervgen, Novo Nordisk, Optoceutics, Passage Bio, Pinteon Therapeutics, Prothena, Red Abbey Labs, reMYND, Roche, Samumed, Siemens Healthineers, Triplet Therapeutics, and Wave, has given lectures in symposia sponsored by Alzecure, Biogen, Cellectricon, Fujirebio, Lilly, and Roche, and is a co-founder of Brain Biomarker Solutions in Gothenburg AB (BBS), which is a part of the GU Ventures Incubator Program (outside submitted work).

Funding Statement

Alzheimers Association (#ADSF-24-1284328-C) grant to Prof Henrik Zetterberg

Author Declarations

I confirm all relevant ethical guidelines have been followed, and any necessary IRB and/or ethics committee approvals have been obtained.

The details of the IRB/oversight body that provided approval or exemption for the research described are given below:

National Research Ethics Service London Queen Square Committee gave ethical approval for the Wolfson CSF study 12/00344 in August 2013, from which the participant samples for this work originated.

I confirm that all necessary patient/participant consent has been obtained and the appropriate institutional forms have been archived, and that any patient/participant/sample identifiers included were not known to anyone (e.g., hospital staff, patients or participants themselves) outside the research group so cannot be used to identify individuals.

I understand that all clinical trials and any other prospective interventional studies must be registered with an ICMJE-approved registry, such as ClinicalTrials.gov. I confirm that any such study reported in the manuscript has been registered and the trial registration ID is provided (note: if posting a prospective study registered retrospectively, please provide a statement in the trial ID field explaining why the study was not registered in advance).

I have followed all appropriate research reporting guidelines, such as any relevant EQUATOR Network research reporting checklist(s) and other pertinent material, if applicable.

Data Availability

Data available: Yes Data types: Deidentified participant data How to access data: Requests should be directed to the corresponding authors [email protected], [email protected] and [email protected]. When available: With publication Supporting Documents Document types: None Who can access the data: Anonymized data will be shared by request from a qualified academic investigator. Types of analyses: Data will be shared for the sole purpose of replicating procedures and results. Mechanisms of data availability: Data will be available after approval of a proposal and with a signed data access agreement.

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