There has been a long-standing claim regarding the motivational impact of salaries and other financial benefits offered to employees, which I have also emphasized in my discussions with clients: Salary is certainly important, but it does not rank first among the factors that motivate employees in a workplace. Other elements eventually surpass the motivating effect of salary and other financial rewards.

Let’s briefly recall those “other” factors:

1. Desire for achievement and recognition: For example, taking on challenging projects, achieving targets, and being appreciated for contributions and successes. These are among the things that motivate individuals the most.

2. Career and personal development opportunities: The opportunity to climb the corporate ladder, take on higher-level responsibilities, and gain more influence within the organization also motivates employees.

3. Sense of autonomy and responsibility: Making significant decisions, leading teams, and being accountable for outcomes can be highly motivating for some individuals.

4. Sense of purpose: The company’s mission, purpose, and similar aspects serve as effective motivational tools for individuals who seek meaning and purpose in their work.

5. Leading and managing teams: Some individuals are motivated by the opportunity to lead others and influence them.

6. Work-life balance: Having the ability to manage time effectively, pursue personal interests, and spend quality time with family and friends creates motivating effects on employees.

All of these points are valid, and I have no objections to them. However, I can no longer place the salary issue in the background or in a secondary position, especially in this inflationary environment.

Salary is primarily for meeting basic needs and ensuring financial security. Once that level is achieved, the other factors mentioned above become more important and motivating. It is increasingly challenging for me to say that salary is not at the forefront of the factors motivating employees, especially considering the prevailing inflationary environment, both globally and to an abnormal extent in Turkey. I find it difficult to believe what I am saying.

In most companies, even if salary increases occur not once but twice a year, in the current situation, it is becoming increasingly difficult for white-collar Turkish employees to disregard the net salary amount deposited into their bank accounts after tax deductions and its decreasing purchasing power. How many of them can focus on career advancements, autonomy or leadership feelings, company goals, or work-life balance these days?