Leading for engagement: exploring what motivates employees in a multigenerational FMCG workforce.
Willberg, Katja (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025121938456
https://urn.fi/URN:NBN:fi:amk-2025121938456
Tiivistelmä
This thesis explores what motivates employees in a multigenerational workforce within a Finnish FMCG company and how leaders apply motivational strategies to support engagement. The aim of the study is to provide insights into sustaining motivation across generations in a fast-paced business environment. The research addresses three questions: what motivates employees from different generations, how leaders adapt motivational strategies, and what challenges and opportunities exist in maintaining engagement.
The study adopts a qualitative approach using semi-structured interviews with nine participants representing Generation X, Generation Y, and Generation Z. Data were analyzed through thematic analysis following Braun and Clarke’s six-phase framework. The theoretical foundation draws on transformational leadership, positive leadership, system leadership, Maslow’s hierarchy of needs, and Herzberg’s two-factor theory.
Findings indicate that employees are motivated by meaningful work, opportunities for development, and a sense of belonging. Leaders support engagement by fostering trust, autonomy, and constructive feedback, while adapting their approach to generational differences. Challenges include the fast pace of the FMCG sector, short-term planning, and communication barriers, whereas opportunities lie in inclusive decision-making, collaboration, and leveraging a positive organizational climate. The study is limited to one company and a small sample size, and generational insights may not fully represent all cohorts.
The results provide practical guidance for leaders seeking to enhance motivation and engagement in multigenerational teams and contribute to understanding leadership strategies in dynamic FMCG contexts.
The study adopts a qualitative approach using semi-structured interviews with nine participants representing Generation X, Generation Y, and Generation Z. Data were analyzed through thematic analysis following Braun and Clarke’s six-phase framework. The theoretical foundation draws on transformational leadership, positive leadership, system leadership, Maslow’s hierarchy of needs, and Herzberg’s two-factor theory.
Findings indicate that employees are motivated by meaningful work, opportunities for development, and a sense of belonging. Leaders support engagement by fostering trust, autonomy, and constructive feedback, while adapting their approach to generational differences. Challenges include the fast pace of the FMCG sector, short-term planning, and communication barriers, whereas opportunities lie in inclusive decision-making, collaboration, and leveraging a positive organizational climate. The study is limited to one company and a small sample size, and generational insights may not fully represent all cohorts.
The results provide practical guidance for leaders seeking to enhance motivation and engagement in multigenerational teams and contribute to understanding leadership strategies in dynamic FMCG contexts.