Motivating Knowledge Workers:
The Role of the Workplace
Meeting basic needs can help companies
attract and retain valuable employees and
their intellectual capital.
Reprinted from Quality Progress/January 1999
By Pamela Brenner,
Manager, Workplace Issues, Steelcase Inc.
T
hey told me she left the company. Barb was
always the one who really knew how to get
things done. She could pull things together at
the last minute. She knew who responded more
quickly through voice mail, pager, or e-mail. She knew who
was on vacation, who came in late, and who always worked
through lunch. Most important, she knew the company’s
process and, when necessary, how to circumvent it –
without stepping on any toes. Now she was working for
a competitor. Her knowledge was not only lost, it was
transferred out of the company.
It’s all about you
The foundation of knowledge management is people. So,
when you lose a valuable knowledge link like Barb, you
put the organization’s intellectual and social capital at risk.
People create knowledge, new ideas, and new products, and
they establish relationships that make processes truly work.
Most companies have recently experienced some form
of new work process, such as time management, quality
systems, cost control, ISO/QS-9000 certification, and new
management strategies. As a result, they have leveled
management, streamlined processes, reduced redundancies,
and eliminated what were considered unnecessary jobs.
Some tasks went away, and some were automated. Some
people were asked to do more work, and some left their
companies. Unfortunately, when people leave, they take
along their knowledge, including internal, external, formal,
and informal relationships.
How can organizations retain good people? How can they
encourage people to work together and build from each
other’s ideas? A good place to begin looking for answers to
these questions is to consider what motivates people to
come to work in the first place.
Motivation is a good foundation
Why do we get out of our cozy beds on a cold winter day?
Why do we tackle a public transportation system or warm
up our car and drive to work? What motivates us?
1
Figure 1. Maslow’s Hierarchy of Needs
Figure 2. How Documents are Stored
Self-fulfillment
need
Ego or
identity need
Social or
belonging
need
Paper 34%
Security or
safety need
Electronic
and paper
21%
Electronic 45%
Survival or
basic need
Steelcase Workplace Index 1998
Sometimes our motives are pretty basic. We need to eat, pay
bills, and make a house or rent payment. At the other end of
the spectrum are more complex motivations, such as making
a difference in the world, being challenged, extending
our personal boundaries, working with a new technology,
mentoring with an expert, tackling a challenging project, or
being recognized for specific achievements.
Maslow’s theory is a foundation upon which to build an
understanding of the reasons we do what we do. As it
regards managing knowledge, it provides an insight into
how the workplace can parallel and support our
motivational needs.
In 1954, psychologist Abraham Maslow developed a
foundational theory on motivation. He contended that every
person has a basic set of needs that are, in effect, our wants
and desires. As shown in Figure 1, he organized these needs
into five categories in ascending order, with each level
building on the previous level.
We notice when something bothers us. When we have a
cold, we relish the thought of feeling better. We rarely think
about the ease of working with our computer until it fails
to respond. We usually take things for granted. A lot of us
never notice our surroundings until something different
happens. What knowledge workers do and how they work
has changed dramatically, and our surroundings have to
support these changes and must include the following:
Maslow’s premise was that as successive levels of need are
satisfied, other needs emerge. We move from basic physical
needs of survival to more complex needs. For example, a
person must first have enough food to eat before he or she
considers obtaining a higher-level educational degree. Or,
we will make friends in our neighborhood only if we
believe it is a safe place.
Some believe these step-by-step levels of needs are not
really hierarchical and that certain ones can be met before
others are fully satisfied. This may be especially true when
trying to balance our work lives and personal lives.
The role of the workplace
Survival or basic need. The need to work in a building is a
typical survival or basic need. There must be heat and light.
The structure in which we work must protect us
from the rain and shelter
us from the cold. In our
Survival or Basic Need
offices, we need a surface
on which to work, a
Shelter, light, heat, air conditioning,
comfortable place to sit,
ventilation, phone, work surface,
and the required technology.
restrooms, chair, electricity,
data/voice access, technology,
Our personal lives often fulfill needs that are not met in the
workplace and vice versa. Someone unchallenged at work
may have his or her need for accomplishment met by
pursuing a master’s degree at night. Another person may
fill a social need by being active in the community. What
motivates us depends on who we are, as well as where we
are in our lives.
Some say Maslow’s theory draws too definite a line
between each level – that there may, in fact, be a gray or
blurred zone between each motivational need. Sometimes
you can achieve multiple levels of satisfaction from one
step in the hierarchy.
We expect the work
environment to support the
tasks we have to accomplish.
We need places to put
things. We need ways to find things quickly. This includes
information that is stored electronically as well as on paper.
Figure 2 shows how office documents are typically stored.
We have phones, computers, fax machines, modems, and
printers. Working with technology encourages a basic need
for sufficient electrical, voice, and data outlets.
and storage
2
Something interesting happened to me on the way home
from a business trip a few years ago. I arrived at the airport
early and chose a seat up against a wall so I could have a
good view of those entering the gate area. Although there
were plenty of chairs available, a man dressed for success
came over and asked if he could sit next to me.
My confusion was immediate. There were at least 100 other
seats available to him. Why did he want to sit right next to
me? He looked pretty harmless, so I agreed. He nodded, set
his leather briefcase on the floor, took off his overcoat, and
sat down next to me. He then picked up his briefcase and
set it on his lap.
There was no further conversation. Not a single “Having a
good day?” “Where are you headed?” or even “Come here
often?” Then I watched him open his briefcase and take out
his laptop computer. He then asked, “Do you mind if I plug
into the outlet behind your chair?” Within a few minutes
another person approached me with the same request. The
two were simply trying to get a basic need met – that of
getting electricity to their computers.
Safety or security need. Maslow’s next need level has to
do with safety and security. He states that once we have
reached satisfaction with our
need to survive, we strive to
Safety or Security Need
protect what we have
attained. It is hard to grow
Visual, acoustical, territorial, and
and create new knowledge in
informational privacy; lockable
an unsafe environment.
storage; ergonomics; locks;
adjustable furniture; doors;
In the workplace, items
like lockable storage and
card-keyed access provide
a measure of security.
Ergonomic chairs and height-adjustable work surfaces
encourage healthy posture and a feeling of well-being.
and lighting
When Scott arrived at his office he immediately noticed
his laptop computer was missing. He thought it had been
stolen. However, his office was located in a secured
building, and the only way in was with card-key access
or the approval of a receptionist.
Upon closer investigation, he noticed a business card
where his laptop once sat. The card was from the company’s
building security department. The night-shift guard had
done a security check to make sure all laptops had been
locked up. Those left out were confiscated and had to be
picked up from the guard’s office. Scott had always
assumed his equipment was safe and never thought his
laptop might be stolen. This whole incident upset him
because it threatened his basic need for a sense of security.
Social or belonging need. Most of us spend a good deal of
time at work. Many of our friendships began at work. We
have things in common. We know the same people, have
similar goals, and are often dependent on each other to meet
project deadlines. We often share knowledge through these
informal networks. These same communities help balance
our work and personal lives by providing opportunities to
get our social needs met.
It is not uncommon to see people meeting in the cafeteria or
continuing a discussion as they stand in a doorway or walk
down the hallway. Office layout can encourage knowledge
by locating people who work together near each other.
Close proximity increases the odds they will see and talk to
each other, build relationships, and generate new ideas.
Even when people work off-site (at a client’s office, at
home, in manufacturing plants, or in hotels) it is particularly
important they have a place on-site where they can touch
down and connect with the
rest of the corporation.
Social or Belonging Need
A sense of belonging can
encourage the sharing of
and project rooms, co-location,
knowledge. This can be
water coolers, hallways, and
supported by electronic
marker/bulletin boards
bulletin boards and company
newsletters. Simple
recognition is important.
I’ve often noticed how good
receptionists will include a person’s name in a greeting.
It’s always, “Good Morning, Max,” or “Have a good
afternoon, Margaret.” Hearing our own name helps us feel
as if we belong.
Social areas, cafeteria, conference
Thoughtful design allows for heavy traffic patterns to be
diverted from areas that require high acoustical privacy.
Acoustical privacy is also supported by appropriate
integration of white noise and acoustical ceiling tiles.
Strategic placement of privacy screens, high panels, and
tall filing cabinets can block visual distraction.
Defining a department’s spatial territory with the aid of
entryways and designated landmarks can also support issues
of security. Well-lighted parking lots help us feel safe while
walking to our cars late at night. There is also the cultural
aspect of security: When we leave things on our desks we
expect them to still be there when we return.
3
The organizations where we work represent a part of the
larger community. One of the first things people usually
ask a stranger is, “Where do you work?” This sense
of community is often transferred from the workplace to
the greater community in which we live. This greater
community fulfills Maslow’s social need in a larger context.
Ego or identity need. The next level of motivational need
refers to our ego and identity. Maslow states that these
needs are never really fully satisfied, and that as certain
levels of satisfaction are met, we unconsciously set new
goals for ourselves.
Needs for status and recognition can take the physical
form of a private office, distinctive furniture, a privileged
location, a certain type of floor covering, an assigned
parking space, or the size of our work space. Other symbols
may include things like a nameplate, business cards,
updated technology, or a leather chair. Access to a window
and nice view has also been recognized as a sign of status.
People will often personalize their work areas with specific
awards, degrees, and other symbols of achievement. They
will share who they are by decorating their offices with
family photos, artwork, and knickknacks.
Because this need is constantly evolving, it is especially
important to be sensitive to how workplace changes will
affect the individual. One
way to do this is to
Ego or Identity Need
establish agreed-upon
protocols. Protocols help
Private offices, personalization,
define ambiguities regarding
enclosure, doors, windows,
how a space will be used.
aesthetics, business cards,
For example, surprises and
distinctive furniture, workspace
threats to ego will be
size, and protocols
reduced by protocols that
establish that certain
conference rooms, once
available only with a reservation, are now available
to anyone on a first-come, first-served basis for
just-in-time meetings.
Another suggestion relates to communication and
encouraging people to be involved in decisions that relate
directly to them. This can be accomplished by the use of
surveys, simulation exercises, and focus groups. People
will be more receptive to change if they have a voice in
the decision-making process.
Addressing Motivations in Practice
Steelcase Inc. is a designer and manufacturer of work
environments, including office furniture, furniture systems,
and interior architectural products. Steelcase often creates
experimental learning labs to test concepts internally
before delivery.
The Steelcase leadership community is one example of this
process. The 25,000-square-foot community was developed
to encourage more collaboration in executive teaming, faster
decision making, and improved business results.
The CEO and his executive management team moved from
individual private offices in four separate buildings to work
collectively in a community supported by a variety of shared
and private spaces. The ratio of private to shared space
moved from 80% private and 20% shared to the direct
opposite.
Basic needs of accessible technology were met in several
ways. One example is a NASA-like control room at the center
of the leadership community, where executives can view
business processes and operational data on five 100-inch
screens. This enables decisions based on ever-changing data
that measure performance in such areas as order entry,
manufacturing, and delivery.
Security or safety needs are preserved by providing various
types of privacy and appropriate levels of security. Designers
were sensitive to overall needs for confidentiality, while at the
same time generating a more shared and open environment.
Social needs are supported by impromptu meeting areas, an
area for snacks, and several spaces for those visiting from other
areas within Steelcase. Behavioral changes were encouraged to
help facilitate new work practices. For example, executives have
agreed to try to clear their calendars of any meetings between
8 and 9 a.m. each morning to allow time for spontaneous
interactions and discussions with others in the community.
Ego or identity needs were supported by the users’ involvement
in over 70 hours of planning meetings, interaction with
full-scale and model prototypes, and observational videotaping.
Executives and administrative assistants wrote a protocol
document to help define how best to use and live in their new
community.
Self-fulfillment needs were addressed by the design of a variety
of work spaces. Employees have a range of appropriate work
settings that support the community and accommodate various
types of work and interaction. For example, the executives can
choose to work in one setting for confidential discussions,
another for concentrated analysis, and another for meeting with
a group of colleagues.
Each executive also has a personal workspace that acts as
home base for using the phone, working on a computer,
receiving mail, storing confidential material, and displaying
personal items like family photos.
Steelcase’s leadership community works. Executives are
building relationships, making better decisions faster, and
streamlining business processes. Most important, they are
sharing knowledge across functional areas that, in the long
run, will affect the company’s overall business results.
4
People often go to great lengths to get private thinking time.
Sometimes we forward all calls to our voice mail and block
out space on our calendars so we can have a chunk of time
to ourselves. Some people refuse to carry beepers or
portable phones. We come
in early and stay late
Self-Fulfillment Need
because the office will be
quiet and there will be few
Amount of control, freedom,
distractions. We do these
access to variety of spaces
things so we can concentrate
(private enclaves, project rooms,
and thus meet our needs for
private offices, working at home),
self-fulfillment.
and trust
Providing knowledge
workers with more control
over their environments is becoming a critical factor in
today’s organizations. This focus on user control is also an
important factor in employee retention. Balancing work and
personal lives is encouraged when people have the freedom
to decide when and where to work.
Steelcase’s leadership community is an example of its creation
of an experimental learning lab to test concepts internally
before delivering them to customers.
Self-fulfillment need. The self-fulfillment need is
described as one of meeting a challenge and gaining a
sense of accomplishment. This need has also been referred
to as the ability to self-actualize and reach one’s fullest
individual potential.
In many ways the need for self-fulfillment is closely related
to the ego or identity need. According to Maslow, neither
one is ever fully satisfied. These two areas are especially
important when considering the need to constantly generate
new knowledge and creativity in the workplace.
Knowledge workers are people who, in the daily
performance of their jobs, are responsible for the creation
of knowledge. Information is their primary raw material.
To retain knowledge workers, the workspace must not only
support the tasks they currently have to accomplish, but
also the tasks they aspire to accomplish. This need is the
most difficult to support in many organizations.
One reason is that people cannot fully articulate exactly
what they need to have satisfaction in this area. This is not
as simple as asking for a comfortable chair or more files. It
has to do with an inner sense of achievement, of meeting
new challenges, and making new types of contributions.
Workplace design can support self-fulfillment by providing
several types of spaces in which to work. Private enclaves
are places where people can go to be alone. Dedicated
project spaces encourage teams to leave information out
so that it can be quickly shared with others. This ability
to see information at a glance enables new team members
to be brought up to speed quickly on a current project. It
encourages spatial memory and a sense of persistent
information. Casual spaces for groups, located near a bank
of individual workspaces, allow for quick ad hoc meetings.
Social spaces and comfortable surroundings encourage
reflection and conversation.
The culture of the organization has to support the
individual’s need for self-fulfillment. People need to feel
they are trusted.
A vice president of human resources once told me, “I’ve
never had anyone quit because we had bad carpeting, but I
do believe if we have a better office environment, we open
the door to attracting a better worker.” Many companies
are using their workplaces to retain valuable employees
like Barb, who was mentioned at the beginning of this
article. By doing this they secure their intellectual and
social capital.
These companies see their workplaces not only as physical
assets, but, more important, as representations of their
corporate cultures and a way to propel knowledge creation
and sharing. They also see it as a valuable resource to help
attract new workers.
The workplace can touch us at our most basic needs, as well
as encourage us to stretch our boundaries by inspiring us
emotionally and intellectually.
5
References
1. Abraham H. Maslow, Motivation and Personality
(New York, NY: Harper & Row, 1954).
Bibliography
Konar, Ellen, and Eric Sundstrom, “Status Demarcation
and Office Design,” in Behavioral Issues in Office Design,
edited by Jean D. Wineman (New York, NY: Van Nostrand
Reinhold Company, 1986).
Munk, Nina, “The New Organization Man,” Fortune,
March 16, 1998, p. 63.
Reich, Robert B., “The Company of the Future,”
Fast Company, November 1998, p. 124.
Shor, Juliet B., The Overworked American: The Unexpected
Decline of Leisure (New York, NY: Basic Books Harper
Collins Publishing, 1991).
Sundstrom, Eric, Work Places: The Psychology of the
Physical Environment in Offices and Factories (New York,
NY: Cambridge University Press, 1986).
©1998-2001 Steelcase Inc.