ISSN 2326-3636 Volume XII Number 3 Journal of Strategic and International Studies 19

GOOGLE’S SECRET TO MOTIVATING THEIR EMPLOYEES SUCCESSFULLY

Yvette Essounga-Njan, Virginia State University, Petersburg, Virginia, USA Angelique
Hughes, Madonna University, Livonia, Michigan, USA
ABSTRACT
Google motivational techniques were discussed and compared to traditional motivational ways of motivating
employees. This was done in order to pinpoint the secret to Google’s success at motivating and retaining its
workforce like no other company so far has been able to do. Unquestionably, Google is great at motivating
its workforce. What is questioned is whether Google is using researched methods of motivation, or creating
their own new style of motivation. What has also been discovered is that Maslow’s hierarchy of needs is still
applicable to today’s motivation of employees. Whether intentional or not, Google’s benefits given to its
employees can be traced back to the five needs of the hierarchy. While Google may use unique and/or even
new ways to address these needs, the needs that are being addressed may not in themselves be new.

Keywords: Theories of Motivation, Google, Human emotional needs

1. INTRODUCTION
The nexus of this paper will be focusing on Google Incorporated, otherwise known simply as Google. Google
was created by Larry Page and Sergey Brin in 1998 ("Company – Google"). Later in 1998, on September 4,
Google became officially incorporated ("Company – Google"). Google’s Initial Public Offering occurred on
August 19th, 2004 ("Company – Google"). Currently Google’s headquarters are in Mountain View, California,
United States of America ("Google locations – Company – Google"). Currently Google and their various
affiliates hold over 70 different offices in more than 40 different countries ("Google locations – Company –
Google"). Google states that “Google’s mission is to organize the world’s information and make it universally
accessible and useful.” ("Company – Google") One way that Google can achieve this mission is by the
various products that it offers to the public. Some of the technology that Google offers includes Google Maps,
Gmail, Google Drive, Google AdWords, YouTube, and Android phones ("Our Products"). Recently Google
has come under the ownership of their parent company, Alphabet (“Alphabet”). Alphabet (“Alphabet”) is
essentially just a grouping of other companies. Google’s stocks were converted into stocks of Alphabet
(“Alphabet”).

Even with the introduction of Alphabet, Google maintains its former structure. Google’s structure has a mix
of three different aspects: (i) Function based; (ii) product based; and (iii) flatness (Smithson, 2017). Smithson
(2017) explained that Google has a function-based structure where it organizes its employees based on their
primary job within the organization. This could be by sales operation or product management, among other
groups. Google also has a product-based structure. Product based structures group employees based on
the product on which they are working. Google’s third aspect of its structure is its flatness. This flatness
occurs because employees are able to communicate directly with top managers. Employees are also able
to talk with other employees outside of their assigned function and/or product grouping. Specifically, this
paper will look at the way Google motivates its employees. Google is known for its successful motivation of
employees around the globe.

2. RATIONALE OF THE STUDY

In the past, researches were interested in what may motivate employees because of the lack of data showing
what gets employees motivated to do their jobs and what gets them excited for their job (Mo -ti-va- tion pro-
files, 2016). Sadri and Bowen (2011) researched to examine whether past finding of motivation were sti ll
applicable to current times. Choudhary (2014) was aware when a company innovated it would increase its
competitive advantage. However, Choudhary was curious as to how companies could become

ISSN 2326-3636 Volume XII Number 3

innovative. Sarros, Cooper & Santora (2008) were curious as to how leadership and organizational culture
were a part of a company’s change. As to Reeve (2016), he was curious as to whether there could be a
grand theory of motivation.

3. RESEARCH QUESTION

Given these parameters, one may wonder whether Google use investigated motivational methods for its
employees, and how other businesses could learn from this company. To say this differently, does the
success of Google depend on the company using complicated methods for motivating its employees or is
the company using traditional ways of motivating its workforce?

4. PURPOSE

The purpose of this review is to identify what researchers have found to be successful motivators for
employees and whether Google use comparable techniques for its employees. If Google uses techniques
that are different what is special about Google’s techniques and why did Google choose to implement its
techniques instead of sought out ones.

5. REVIEW OF THE LITERATURE

5.1. Motivation
Hansen, Wade, & Hamel, (2003) wrote on motivations from successful coaches’ stand and their various
strategies. Hansen et al., explained that there were three different types of motivation: Intrinsic, extrinsic,
and amotivation. (i) First, intrinsic motivation: It is a pleasure-based type of motivation. (ii) The second
extrinsic motivation comes from the result or an “external reward.” (ii) Lastly, amotivation happens when
someone is no longer motivated, and no longer has reason to continue. These authors discussed different
motivational strategies as well, the most popular of these consisting on how to challenge the players. The
coaches mentioned talked about challenging the players’ actions, and not the player themselves, as in their
character. When someone challenged a player’s character this was called “fear motivation.” Four out of the
five coaches mentioned talked about how they did not believe in fear motivation.

Reeve (2016) wrote on general motivation. He underscored motivation could be defined as a process
energizing, directing, and sustaining behavior. However, motivation can also be viewed as “wanting
change.” This change can come from oneself, or the environment surrounding a person according to
Baumeister. Reeve puts forth the idea that there are three categories of basic motivation: (i) Genetic
motivations to survive; (ii) genetic motivations to reproduce; and (iii) genetic motivations to develop what
one has.

5.2. General Employee Motivation

DeVany (2002) wrote on motivating employees. He suggested when looking to motivate employees, that
first, one tries to know what was valuable to one’s employees. One could determine this by talking directly
to employees. Not only then could one have correct answers, but one could also gain the respect of these
employees because this person took the time to listen to these very employees. DeVany also suggested
when examining manners to compensate and give benefits, that what the organization offers employees
shows them they were considered and viewed just as you would yourself.

An October 2016 article from TD Magazine suggested to create a “motivation profile” on employees to better
motivate them. In this article, it was suggested to ask the reason why the current employees left their job(s).
This could teach the managers what not to do to their employees. Managers should also talk to employees
that were successful and see what could inhibit success. Sadri & Bowen (2011) explained how Maslow's
hierarchy of needs could still be used to motivate employees. They talked about the benefits of motivated
employees, such as hard-working employees, employees producing higher input and those exhibiting
organizational citizenship behaviors of OCBs.

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Only 20 percent of an employee’s job satisfaction is based on the salary; it has been noted. This is causing
employers to reward employees financially, as well as psychologically. In 2004 employers spent 92 percent
of their total compensation budget on wages and salaries. Yet the very next year that dropped to 11 percent.
Today, companies are looking to reward their employees in ways outside of wages and salaries. They are
looking to use their benefit packages to find and keep good employees. Maslow's hierarchy of needs
consists of five different needs which are the following: (i) physiological; (ii) safety; (iii) love/belonging; (iv)
esteem; and (v)self-actualization.

First, physiological needs are the most basic ones. Outside of monetary compensation, employers can
address these needs by having clean work spaces, along with free or subsidized food at work. Another way
to address employees’ physiological needs are to allow employees to have a satisfying work-life balance.
Employers accomplish this by offering telecommuting, fitness centers at work, and vacation time among
other options.

The second of Maslow’s needs is safety. This is not limited to physical safety, but extends to psychological
safety as well. Health insurance provided to employees, along with possible disability and life insurance,
can address employee’s safety needs. Providing financial planning, such as a 401(k), can also help
employees feel safer. Employers can also offer assistance programs for employees along with counseling.

Maslow’s third need is love/belonging. Organizations can fulfil this need by creating a team with their
employees. This can be done by having luncheons, allowing kids and/or pets to come to work, open offices
so employees can mingle. Everyone needs to feel loved and feel as though he or she belongs

The esteem need is the fourth of Maslow’s hierarchy. The esteem need includes “responsibility, reputation,
prestige, recognition and respect from others.” Fulfilling this need can increase the employee’s motivation
directly. One of the main reasons employees leave their job is because they do not receive enough
 recognition from their direct supervisor. Employers can do little things, such as creating business cards with
the employee's name and title to appeal to the esteem need. Some employees need promotio ns and titles
to satisfy this needs. When these are not available employers can give more responsibilities to fulfill
employees’ esteem need. Organizations can also reserve parking spots for certain employees, offer
rewards for competitions, and recognize employees within the organization and/or the community.

The top need in Maslow’s hierarchy is self-actualization. This consists of becoming the best person you
can, and fulfilling yourself. This needs looks to improve self, others around you, and the world in general.
One way to satisfy this need is for an organization to offer tuition reimbursement. Paid sabbaticals are also
another way to fulfill an employee's self-actualization need. After the sabbatical employees are improved
mentally and physically. This improvement transfers to the workplace as well. Organization can also donate
to charities that the employees chose. Offering employees one paid day a year to volunteer is another way
to satisfy this fifth need. If employees are able to volunteer together, that time can also satisfy the third need
for love and belonging. Companies can also offer to match any monetary donations the employee gives to
charity. To be able to use Maslow’s hierarchy an employer must locate where an individual is on the
hierarchy. Using this hierarchy to develop an organization’s benefits package will allow the organization to
satisfy all five needs for their employees. This will motivate the employees which leads to increase the
company’s revenues and will lead to a workforce that is consistently bettering their workplace and the world
around them.

5.3. Google Employee Motivation

One of the major ways that Google motivates its employees is by offering various perks that go beyond
typical perks such as healthcare, a 401 (k), or vacation time. Google forces much more on the work
environment to increase its employees’ motivation. At its headquarter location, Google offers free gourmet
food in their cafeteria, a nutritionist, a fitness center, yoga classes, along with a personal train er (google
perks, 2007). Outside of employee health, Google also provides benefits to motivate at their locations.
Google offers subsidized massages, nap pods, video games, football, and ping pong (Choudhary, 2014).

D'Onfro (2015) wrote on benefits that Google offers to their employees and stated that these benefits include
free gourmet food and snacks; being exposed to “amazing people and great thinkers,” using future
technology, bringing their dogs to work; Google’s in-house tech support called TechStop, the leave allowed

ISSN 2326-3636 Volume XII Number 3 Journal of Strategic and International Studies 21

for new parents; 80/20 rule, encouragement of continual learning, extended time off for community projects,
and the support system created by past the employees. Employees look at the food beyond just food.
Having the food supplied to its employees saves them time and money; but it also allows employees to
create a relationship with their coworkers through the food. Being exposed to “amazing people and great
thinkers” facilitates a culture of learning, simply by working with great people. Working with people of this
nature also allows other employees to be challenged at work. Using future technology is exciting for the
employees.

Google employees are given the possibility to use Google products before they are available to the public.
Using this technology first allows employees the chance to give feedback to improve the products,
potentially helping to shape technology in the future. Another aspect consists in allowing employees to bring
their dogs to work, which helps in multiple ways. Not only are employees happy to have their dog with them,
it helps keep their energy up during the work day. These dogs also bring joy to other employees as well,
along with fostering relationships that may have never occurred. An employee believes that this is
something that almost no other organizations could duplicate from Google. Google’s TechStop is open to
employees 24 hours a day, 7 days a week. This helps with hardware and software problems or needs of
the employees. One employee talked about how it is so “practical” for solving problems that arise.

The leave for new parents is an additional perk that employees enjoy. Typically, if a new parent is allowed
leave in the USA it will be the woman and she will generally receive 6 weeks’ time off. This is not the case
for Google’s employees. Google gives six weeks of paid leave to new dads, along with 18 weeks for new
moms. During this paid time off employees will also continue to collect any bonuses and their stocks will
continue to vest. On top of the paid time off, Google also gives “baby bonding bucks” which is money given
after a baby is born to an employee to help with baby expenses. Once the employee returns to work free
on-site child care is available to them. Google’s 80/20 is another motivator the company implements.
Employees use 80 percent of their work time on work related to their primary job. The other 20 percent of
their work time is left to the employee to work on “passion projects” that the employee believes will benefit
Google.

Also, Google encourages its employees to continually learn. Employees are able to attend, or watch
remotely, talks or presentations on different topics. The speakers can be from within Google, or an outside
source invited in. This allows employees to learn from the top people in their fields. Employees of Google
are also motivated by being granted extended time off for community projects. In some situations,
employees are able to take up to three months of unpaid leave to work on projects. During this time
 employees are even able to retain their healthcare benefits. Employees, and even future employees may
be motivated to work, or to want to work for Google by the support system that is created by previous
employees. One previous employee is quoted as saying "Xoogler groups are some of the largest support
portals in the world. If you're a Xoogler, you'll know someone in any country you visit."

6. THEORETICAL FRAMEWORK

To analyze Google and the behavior of individuals in Google we analyzed the organizational culture and
leadership within the company. The leadership and culture within a company greatly affects the types of
motivators that are offered to employees. Transformational leadership is linked to the culture of an
organization most commonly by the leadership having a vision which affects the culture (Sarros, Cooper &
Santora, 2008).

7. VALUE OF THE STUDY

The business community could benefit from this study. Learning how to motivate, or further motivate
employees is beneficial regardless of culture, location, or business design. All types of businesses can
benefit from understanding how to motivate employees. Academicians are also able to benefit from this
study by looking to further research past discoveries, such as Maslow’s hierarchy of needs, instead of simply
looking for new motivation theories.

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8. METHOD/RESEARCH DESIGN

The research design for this study was to first discover what were some general motivation theories or
strategies that have been researched and proven in the past. It was important to note whether these theories
or strategies were still applicable to today’s workforce since Google is thriving in modern times. Once those
were discovered Google’s various motivational techniques, mostly focusing on their employee benefits,
needed to be researched. It is key to discover not only the actual benefits Goo gle offers their employees,
but how the benefit motivates employees. Lastly, it needs to be discovered if Google’s techniques aligned
with the researched motivational methods.

9. RESEARCH RESULTS/RECOMMENDATIONS/FUTURE RESEARCH/LIMITATIONS

Google methods of motivating its employees could be traced back to Maslow’s hierarchy of needs. While
this hierarchy is far from new, Google’s benefits are often revolutionary. Google is essentially doing
something old, using Maslow’s hierarchy, just in an innovative way. Whether intentional or not, the benefits
that Google offers to its employees motivates them at all five levels of the hierarchy. It is not necessarily
Google’s ability to address all five levels of the hierarchy that is unique, it is the individual ways that Google
addresses the levels that is unique and innovative.

Google of course has a much large capital available to invest into motivating their current employees, and
entice new employees to join its company. Thus, while it is important to note that not all companies are able
to offer perks on par with Google, it is best to look at the way Google motivates its employees, again leading
back to Maslow’s hierarchy of needs. Companies should always be mindful of the cost benefit ratio when it
comes to employee benefits.

Just because one employee would like to see a policy or benefit implemented does not mean that it would
actually benefit the organization, or even the individual that suggested the benefit. However, if the benefit
does satisfy one of the needs, then a cost-benefit ratio should be determined. If it is feasible the organization
should implement the new benefit or policy. Worst case scenario, if it fails, the organization can generally
discontinue it. Others companies should look to discover exactly what is it about Google that attracts so
many applicants. One may venture to say it is more than just the company’s motivational techniques that
cause the excessive amount of people to be willing and exciting to work for the company.

Is it Google’s reputation of the workplace that attract so many applicants? It may also be advantageous to
research where applicants find their information on Google. Did they get their information on Google from
the media, a coworker, a current Google employee, a former Google employee? Finding where applicants
find their data on Google may reveal where other businesses can supply information to attract applicants.
Researchers may also look to find low costs methods to fulfill the five needs of Maslow’s hierarchy. It is
known that this hierarchy is still applicable to people currently, making it even more important to find low
cost methods that can be used by the majority of organizations. The greatest limitation of this study is the
lack of first hand input from a current or former Google employee. An additional limitation of this study is
that no two people are motivated in the same manner. Different people will appreciate different benefits.
What drives one individual may not drive another; but then also, humanity is everywhere the same.
 10. CONCLUSION

Google motivates its employees with unique benefits. The benefits can nearly all be traced back to one of
the five levels on Maslow’s hierarchy of needs. This is in no way a new theory of motivation. What is
sometimes new, is just the manner Google goes about satisfying its employees’ five level of needs. Google
in no way or form is using any new or unique motivational theory. Many companies may be able to address
their own employee’s different levels of needs as well, even without Google’s budget. While not all
businesses are able to afford the benefits to their employees that Google can, businesses can still learn
from Google. First, companies should realize Maslow’s hierarchy is still effective in motivating employees.
What is up to the companies is how they address the varying needs. This is where budgets come into play.
Not all companies can afford to purchase food and snacks for all their employees on-site, offer their
employees the latest and greatest technology, or health and death benefits; many employees can still offer

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some of the benefits Google does. One such benefit would be unpaid time off to allow for employees to do
volunteer or community work. They can also offer all employees to work towards their need of self -
actualization. When an employee’s need of self-actualization is fulfilled he or she is greatly motivated and
this show in the workplace. Another Google perk that other businesses can pass along to their employees
is allowing dogs to be brought to work. Having pets in the workplace is obviously motivating for owners of
the pets, but also can motivate other employees as well. This also addresses Maslow’s third needs of
love/belonging. Having an open office style also addresses this need. An open style office can encourage
communication among co-workers, therefore making the employees feel loved and that they belong in their
workplace. These are small cost-effective benefits almost all organizations could pass along to their
employees to motivate their workforce.

An employee of a small, 10-person business, is not likely to expect to receive a 401 (k), with 18 weeks of
paid time off after the birth of their child. Yet if the company can offer this employee one or two days of
unpaid time off for them to volunteer with a charity of their choice, they are likely to be appreciative of this
offer. This appreciation is most likely going to transfer over to their work. Companies need to look at what
they can afford to offer to their employees, while being mindful that not all employees are looking for benefits
that are salary or wage based. Organizations can and should be creative with the benefits they offer to
motivate their employees and to attract new employees.

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Journal of Strategic and International Studies 25

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AUTHOR PROFILES

Yvette Essounga-Njan is affiliated with Virginia State University, Petersburg, Virginia, USA

Angelique Hughes is affiliated with Madonna University, Livonia, Michigan, USA