Enhancing Office Attendance Through A Digital Prototype: An Investigation Using McClelland's Theory of Needs

Abstract

The transition to hybrid work models has necessitated new strategies to enhance employee motivation for office attendance. This study investigates the potential of a digital intervention to increase office attendance among Sogeti employees, utilizing McClelland's Theory of Needs as the guiding framework. The primary objective is to assess whether a digital intervention can elevate motivation for office attendance. Secondary goals include identifying current motivational differences, understanding employee needs for a digital solution, and evaluating the intervention's perceived effectiveness and usability. A mixed-methods approach was employed, involving surveys, focus groups, and prototype evaluations. Surveys were conducted to map demographic and motivational factors, utilizing an adapted UMS survey and open-ended questions. Focus groups were held to identify desired functionalities in a digital solution, categorized by McClelland's motivational needs. A prototype evaluation was conducted, employing a System Usability Scale (SUS) questionnaire and task analysis. Survey results revealed that most employees were aged 25-34 and worked in a hybrid setup for external clients. While the UMS survey indicated general achievement motivation, open-ended responses highlighted affiliation-based reasons for office attendance. Focus groups underscored the importance of both achievement-based and affiliation-based functionalities. The prototype evaluation demonstrated a high SUS score of 87.1 and a likelihood of use rating of 4.71 out of 5, indicating strong usability and effectiveness. The study concludes that a digital intervention based on McClelland's Theory of Needs has the potential to increase office attendance motivation among Sogeti employees. Although no need was found to adapt functionalities based on motives, designing interventions that address achievement and affiliation needs can foster an engaging and collaborative work environment. Future research should include exploration of other motivational models, larger, more diverse samples, continuous prototype refinement, and long-term impact assessment.