Motivation Through Holistic Fitness at Work

We are well aware that employee motivation is the core factor influencing workers’ productivity and dedication. Having been assigned the task of finding the most effective solution to increase workers’ engagement within our company, I considered both the economic and psychological factors of the issue. The idea which I am suggesting for the board of directors to implement is motivation through holistic fitness. The proposal will outline the most significant benefits of the project.

Key Terms and Suggested Solutions

The key terms related to the proposal are motivation, holistic fitness, retention, and empowerment. Holistic fitness may be defined as a multifaceted approach, including physical, spiritual, mental, and emotional motivation (“Defining holistic fitness,” n.d.). Motivation and empowerment are the methods of keeping team members interested in staying with the company and performing their responsibilities diligently. Retention is a person’s inclination to remain at a workplace, which is the ultimate goal of the motivation proposal. A high level of retention, as well as empowerment, may be achieved when the organization realizes its employees’ needs and strives to meet them (Lee & Raschke, 2016). Motivation through holistic fitness presupposes bolstering the company’s employee empowerment by arranging activities to promote workers’ spiritual, emotional, mental, and physical well-being.

A Cost-Benefit Analysis of the Project

To explain the viability of the suggested solution, it is not sufficient only to speak of its expected outcomes. It is relevant to analyze whether the idea can be justified based on the resources needed to implement it. Hence, a cost-benefit analysis is an essential part of the proposal. Assuming that our organization employs fifteen people, it can be predicted that $500 will be spent on each employees’ participation in the empowerment program. Sunk costs will include the money spent on activities in which workers will be engaged. Opportunity costs involve an increase in productivity and, consequently, profitability. Non-motivated employees are reported to decrease organizations’ productivity (Gaille, 2017). Therefore, I expect to increase the company’s projected profitability by at least 20% over the first year of the holistic fitness program’s implementation.

A Risk Analysis: Potential Challenges

A crucial element of the proposal is the discussion of the potential risks it may include. First of all, I realize that every person’s understanding of and attitude to the command system is different (Mikkelsen, Jacobsen, & Andersen, 2015). Hence, we all should be ready that some employees might feel opposed to participating in each of the program’s dimensions. Another potential barrier is presented with the cultural differences between workers. As Edwards, Sánchez-Mangas, Jalette, Lavelle, and Minbaeva (2016) have found, the national context’s role in forming employees’ attitudes to work should not be underestimated. I will survey before introducing the program to mitigate the risks presented by cultural disparities and personal resistance. By doing so, I will be able to eliminate misunderstandings and raise the acceptance level.


The idea of motivating employees through holistic fitness is quite promising. Cost-benefit and risk analyses allow singling out the potential problems that may occur in the process of implementing the program, as well as identifying advantages. I hope that the proposal has made my idea clear and has emphasized the benefits of motivating our team members through holistic fitness. While our company is international, it will be necessary to take into account people’s cultural differences. However, the project is likely to generate a positive change in the organization, in the long run, bringing considerable financial gains and increasing the retention and empowerment levels.


Defining holistic fitness. (n.d.). Web.

Edwards, T., Sánchez-Mangas, R., Jalette, P., Lavelle, J., & Minbaeva, D. (2016). Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries. Journal of International Business Studies, 47(8), 997-1021.

Gaille, B. (2017). 19 employee motivation statistics and trends. Web.

Lee, M. T., & Raschke, R. L. (2016). Understanding employee motivation and organizational performance: Arguments for a set-theoretic approach. Journal of Innovation & Knowledge, 1(3), 162–169.

Mikkelsen, M. F., Jacobsen, C. B., & Andersen, L. B. (2015). Managing employee motivation: Exploring the connections between managers’ enforcement actions, employee perceptions, and employee intrinsic motivation. International Public Management Journal, 20(2), 183-205.

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