Chicago, Illinois, United States, October 2025 — A new Wiley Workplace Intelligence survey on employee motivation has revealed a sobering picture of today’s workplace: only 17% of employees report being both highly motivated and managing stress effectively. The survey, conducted among 1,500 employees, underscores an urgent call for leaders to address what Wiley terms a “motivation-stress imbalance” that is threatening engagement, creativity, and long-term organizational performance.
The Motivation-Stress Divide
The study found that motivation and stress are inextricably linked—and increasingly misaligned. While 10% of employees are both stressed and unmotivated, another 14% report being highly motivated but under intense pressure, creating a dangerous pathway toward burnout. The largest segment—53%—fall somewhere in between, neither thriving nor fully disengaged.
According to Wiley, motivated employees are 73% more likely to produce high-quality work, demonstrate stronger collaboration, and take initiative. However, the study warns that three out of four employees are currently facing moderate to severe stress, and that without intervention, motivation levels will continue to decline.
Stress: The New Workplace Normal
The report describes stress as the “new normal” of modern work. Chronic pressure, constant change, and shrinking autonomy have left employees “tapped out.” Despite organizations pushing for a return to pre-pandemic routines—including reduced flexibility and increased in-office mandates—many employees feel overwhelmed, undervalued, and disconnected from purpose.
“Stress isn’t just a wellness issue—it’s a productivity issue,” the report notes. “It shapes how people think, collaborate, and perform. When unmanaged, it erodes focus, creativity, and trust.”
The Tenure Trap: Motivation’s Mid-Career Dip
One of the most revealing insights from the study is the “tenure paradox.” New hires tend to show high initial motivation fueled by excitement and learning opportunities. Yet motivation drops sharply between two to five years into the role, when mid-career professionals—often the backbone of teams—report the lowest engagement levels.
This decline is attributed to stalled career progression, lack of clarity in growth paths, and unmet expectations, creating a silent burnout epidemic among experienced employees. Veteran employees show a slight rebound in motivation, but many still feel overlooked or underutilized.
Manager Quality: The Key to Motivation
Among all factors measured, manager quality emerged as the single biggest driver of employee motivation. Effective managers buffer stress, foster psychological safety, and provide purpose and clarity—conditions essential for sustained motivation. Conversely, poor management was found to negate even the strongest engagement strategies.
The findings call on organizations to prioritize manager development, real-time feedback, and mid-career support, noting that motivation thrives in environments where leadership listens and acts on employee sentiment.
You can access the Full report here: Why Most Employees Aren’t Thriving and What You Can Do About It | Everything Disc
Three Steps Leaders Can Take Now
Wiley’s report provides a clear framework for organizations looking to rebuild motivation and resilience:
- Invest in Manager Training — Equip managers to identify stress early, communicate clearly, and create psychologically safe spaces.
- Support Mid-Career Employees — Provide development programs, mentorship, and recognition to prevent stagnation.
- Promote Team Cohesion — Strengthen interpersonal connections through shared goals, collaboration, and trust.
Additionally, the report urges organizations to replace annual engagement surveys with frequent pulse surveys and real-time sentiment tracking to better understand employee well-being.
The Bottom Line
The study concludes that motivation is not a “nice-to-have” but a strategic imperative. As workplaces navigate hybrid dynamics, automation, and shifting employee expectations, leaders must act decisively to create environments where motivation can thrive sustainably.
“Motivation doesn’t happen in a vacuum—it’s the outcome of meaningful leadership, trust, and balance,” the report emphasizes. “When employees thrive, organizations flourish.”
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