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Motivation in organizational settings has been widely studied across various disciplines, given its relevance to human resource management, organizational development, and job performance. Despite the abundance of motivational theories, many organizations still face challenges in effectively applying these approaches in dynamic and culturally diverse work environments. This gap between theory and practice highlights the need to critically review existing models and their applicability to today’s business context. This article aims to analyze and synthesize the main motivational theories applied in organizational settings, identifying their core contributions, limitations, and practical utility in designing effective human resource management strategies. The review followed a theoretical and analytical approach, focused on the conceptual comparison of various motivational frameworks and their implementation in modern organizational contexts. Relevant academic sources were examined, including empirical studies and classical theoretical models. Priority was given to McClelland’s theory of learned needs, Locke’s goal-setting theory, and Maslow’s hierarchy of needs, due to their historical significance and continued relevance in organizational practice. The results of the review show that work motivation is a dynamic phenomenon, influenced by internal factors (such as the need for achievement, power, and affiliation) and external ones (such as environmental conditions and organizational culture). It is concluded that a solid understanding and application of these theories represents a strategic advantage to enhance employee commitment, improve performance, and foster healthy work environments. Moreover, the need to continue researching motivational approaches tailored to the challenges of the contemporary business environment is emphasized.
