Are older employees really less motivated?

What drives older employees?

Research in the fields of organizational psychology and employee motivation reveals that the factors driving employees do indeed shift as people progress through their careers, but not in the ways we might expect.

For example, intrinsic motivation—the drive to engage in work for its inherent satisfaction—tends to grow with age. Older employees often find greater fulfilment in work that is meaningful and personally rewarding, rather than in external rewards like money or status. Supporting this view, research by Kooij et al. (2011) demonstrates that so-called ‘security motives’—such as safe working conditions and financial security—tend to diminish in importance as employees grow older. Furthermore, Socioemotional Selectivity Theory (SST) suggests that as people age, they become more focused on emotionally satisfying experiences and meaningful interactions. Empirical research supports this, indicating that older employees often derive greater satisfaction than younger employees from mentoring others and contributing to the success of their teams.

Motivational drives and age

To better understand the association between motivational drives and age, Hudson conducted a cross-sectional study involving 266 employees, aged 20 to 64. By analyzing their scores on Hudson’s Motivational Drives Questionnaire (MDQ) and correlating these with the participants’ age, we could provide additional evidence that many stereotypes about older workers do not hold up.

Here’s what we found:

• Older employees are less, motivated to build or deepen expertise in a subject (r = -0.325**). Similarly, the drive to climb the career ladder decreases significantly (r = -0.380**).
• Contrary to the belief that older employees prefer less demanding tasks, our analyses show that the motivation to tackle challenging problems is actually higher in older employees (r = 0.157*). This suggests that older employees remain intellectually engaged and are motivated by opportunities that allow them to apply their vast experience to complex issues.
• The desire to motivate and support colleagues grows with age (r = 0.292**), as does the motivation to help others and be of service (r = 0.139*). This reinforces the idea that older employees often find greater fulfilment in contributing to the success and well-being of those around them.
• The ability to make decisions that impact others also becomes more motivating as employees age (r = 0.133*). This aligns with a growing preference for roles that involve leadership, mentorship, and a broader influence on the organisation.
• Finally, financial incentives are less motivating for older employees (r = -0.126*). While compensation remains important, it becomes less of a priority compared to other factors that contribute to job satisfaction and fulfilment.

Debunking stereotypes: a new perspective on older employees

Hudson’s findings, supported by broader research, challenge outdated stereotypes about older workers. The idea that work motivation declines with age is simply not true. Instead, motivation evolves, shifting towards what truly matters: meaningful work, the well-being of others, and the satisfaction of tackling new challenges.

By debunking these myths, we can better appreciate the contributions that older employees bring to the workplace and create environments where everyone, regardless of age, can thrive and make the most of their skills and experiences.

Literature

• Carstensen, L. L. (1998). A life-span approach to social motivation. In J. Heckhausen, & C. Dweck (Eds.), Motivation and self-regulation across the life span, 341–364. New York: Cambridge University Press.
• Inceoglu, I., Segers, J., & Bartram, D. (2012). Age‐related differences in work motivation. Journal of Occupational and Organizational Psychology, 85(2), 300–329. 
• Kooij, D. T. A. M., de Lange, A. H., Jansen, P. G. W., Kanfer, R., & Dikkers, J. S. E. (2011). Age and work-related motives: Results of a meta-analysis. Journal of Organizational Behavior, 32(2), 197–225. 
• McAdams, D. P. & de St. Aubin E. (Eds.) (1998). Generativity and adult development. How and why we care for the next generation. Washington, DC: American Psychological Association.
• Vrijdags, A. (2016). Motivational Drives Questionnaire (Psychometric Technical Manual). Ghent, Belgium : Hudson Benelux.