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Wiley Workplace Intelligence Survey Reveals a Global Motivation Crisis Among Employees

Smita SinghbySmita Singh
in Business, Employee Engagemnet, Employee Relation, Employee Wellbeing, Future of HR, Future of Work, HR PARTNERS, HR TODAY EXCLUSIVE FEATURE, Leadership, Management Thought, News, Sustainable HR, Trends & Forecast
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Wiley Workplace Intelligence Survey Reveals a Global Motivation Crisis Among Employees

Wiley Workplace Intelligence Survey Reveals a Global Motivation Crisis Among Employees

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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.

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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.”

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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.

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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:

  1. Invest in Manager Training — Equip managers to identify stress early, communicate clearly, and create psychologically safe spaces.
  2. Support Mid-Career Employees — Provide development programs, mentorship, and recognition to prevent stagnation.
  3. 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.

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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.”

Read Also :  When HR “Produces Nothing”: A Response to Jennifer Sey’s Anti-HR Vision

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Tags: Employee Engagementemployee motivation surveyemployee retentionHappy Place to Work CertificationHPTWHR researchLeadership Developmentmanager qualitymid-career burnoutOrganizational PerformanceTalent ManagementWiley Workplace Intelligenceworkforce well-beingworkplace stress
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