Have you ever caught yourself wondering why so many people keep working, day in and day out, even when their paycheck is meager or, on the flip side, when they have enough savings to lie on a beach without a care in the world? It’s tempting to assume the answer is just money, but the reality is far more nuanced. Let me walk you through what psychology can reveal about our deeper reasons for clocking in each day and how these hidden motivations shape not only our personal growth but the well-being of entire societies.

Most people on the planet are engaged in some form of labor. They might commute to offices, do physical tasks, provide services, offer advice, manage teams, create products, or oversee production lines. Some get paid handsomely, while others earn “pennies”, yet it doesn’t stop them from showing up. The most common explanation for this is obviously “to make a living.” Around 77% of survey respondents claim money is their number-one driver for seeking a job. Yet the moment we start thinking in these terms, we notice a contradiction: we occasionally meet people who have almost nothing—no funds to buy a decent meal—but still turn down offers of work. On the other end of the spectrum, there are individuals sitting on a fortune big enough to buy lobster daily, yet they continue to hold down jobs. Clearly, there’s more going on than a paycheck.

Man’s sense of worth is split into two kinds of self-esteem. First, there’s the inner dimension, formed by early upbringing, beliefs passed down from parents and caretakers, and personal impressions of who we are. Second, there’s an outer dimension, which depends on visible triumphs: official titles, social status, professional recognition, or ranks within hierarchies. A self-sufficient individual often craves achievements that match an internal belief in their own capability. After all, the psyche likes to see evidence—concrete proof that aligns with its sense of importance. Statistics suggest around 37% of people focus heavily on career success for that very reason: they want to confirm to themselves that they really are as competent as they feel inside.

But let’s consider two striking variations on this theme. One involves the person whose internal self-esteem is sky-high, yet their real-world accomplishments lag behind. Their inner voice says, “I’m too good for any ordinary job,” but employers view them as underqualified or even unrealistic. These high-demand individuals may push boundaries, bend rules, or worse, if they think it will get them a top-tier position and salary worthy of their self-image. Without a fancy title and excellent pay, they feel that their “most important need of the psyche” remains unfulfilled.

The second variation is more intriguing: we have individuals with critically low internal self-esteem, often classified as conformists. They have little belief in their own ability to succeed alone, so they latch onto strong, recognizable groups. Their biggest desire is to belong to something grand—a brand name or reputable institution. Even if the salary is modest, the pull of being associated with a well-known company is too powerful to ignore. You can see this mindset when they celebrate being part of a “great enterprise” or a “famous organization,” even as they gripe about their small income or tough working conditions.

Money typically lures those who are worried about basic survival needs: food, shelter, and a sense of immediate security. Conformists tend to focus on stability, hoping a large company or well-supported organization will keep them safe. Meanwhile, individuals with balanced self-esteem aim for something else: they want recognition, healthy social connections, and opportunities for advancement. Once these goals are met, many experience a shift. Roughly 36% of job seekers say they crave meaningful and engaging activities, even if it means passing up higher-paying but less fulfilling roles. More often than not, these people become self-employed or join ventures where they can enjoy creative freedom.

Interestingly, trying to “force” someone who values autonomy into a controlled, stifling environment rarely works. This is where a little psychological insight would help managers avoid bizarre suggestions like pressuring skilled specialists to work in rigid settings against their will. It’s simple: you can coerce a conformist—someone who has low self-esteem and just wants a secure place—into almost any role. But a confident professional who knows their worth won’t budge unless they see genuine freedom and support for their creativity. Their aspiration for self-expression awakens only after their basic needs for comfort and security are covered.

Such free-spirited workers aren’t fixated on brand image or job titles. They care mostly about what they actually do. They thrive when they can harness personal abilities, talents, and passion in an environment that grants them liberty. Money, for them, is often just a byproduct of success, not the fundamental reason to show up. If anything, it’s the brand that benefits from their innovative output, rather than the other way around.

In truth, you’ll spot a bit of each motivation type in just about everyone. Some might cling to a team-oriented identity, while others break off to shine as individuals. Conformists, however, rarely worry about mastering any craft or winning over customers. Their only real target is meeting a supervisor’s expectations, thereby remaining secure in the group. That’s why, if you put them in a service role, they might appear indifferent. Satisfying their boss is all that matters, not going the extra mile for a client.

Meanwhile, career-minded employees with healthy inner self-esteem want to master any criteria their position demands. If customer feedback matters, they’ll aim for stellar ratings. If a certain qualification is required, they’ll get it. Once they clear one hurdle, they’ll look for the next—like leveling up in a game. We often call these folks careerists.

Then you have freelancers and other independent professionals who focus on creating a product or delivering a service. They constantly seek learning opportunities—trainings, workshops, or a chance to pick the brains of more experienced colleagues. As a manager, if you dangle access to top-notch mentorship and invest in their education, you’ll spark powerful growth. If you also give them room to experiment, they’ll reward you with creativity and productivity.

Conformists aren’t fussy about any of these perks. They can work with subpar scheduling, minimal resources, or high stress. Their sense of worth doesn’t come from personal achievements but from being associated with a big brand or a recognized institution. Careerists, by contrast, need more comfortable surroundings, or at least a clear path for advancement. They might endure some stress if it promises a chance to climb the ladder, but if that ladder disappears, they’ll walk. Freedom-loving specialists, on the other hand, put mental health and a pleasant environment above all else. They treasure workplaces that offer flexible hours, a relaxed atmosphere, and the potential for real work-life balance.

Some modern companies have discovered that a healthy workspace pays off. They might set up relaxation spots, encourage employees to vent or unwind, or even provide easy access to psychologists who help maintain emotional well-being. If you’re forcing employees into rigid uniforms and unyielding schedules, you might keep the conformists around, but you’ll lose the innovative folks. Without enough creative minds and driven careerists, progress stalls.

Looking at the broader picture, labor efficiency now holds entire economies together. It’s not raw materials that make nations wealthy; it’s people who are empowered to express their talents. Over time, a place that fails to meet the psychological needs of its workers is bound to see a brain drain, where talented individuals head elsewhere. In contrast, societies or companies that honor both freedom and ambition reap the rewards in terms of high productivity, technological innovations, and sustained growth.

Ultimately, any leader who wants to build a strong team must learn how to fulfill each person’s deeper needs. That means finding roles for conformists—if you really need them—while also nurturing the career-driven folks who want to climb, and creating a wide-open playground for those who flourish in a more free-spirited environment. Policies that promote mental health, encourage skill-building, and value creativity will result in a strong, resilient workforce. Neglect them, and you risk watching your organization’s name crumble until even the most complacent employees no longer see it as a “strong brand.”

People sometimes assume that if wages are low enough or conditions are rough enough, only the desperate will remain. But that logic misses the point. Even the most compliant workers have psychological limits. If a company loses its standing, conformists won’t gain the emotional comfort of belonging to something big, and eventually, they’ll leave too. Moreover, poor leadership at the top—like a rotting fish head—spreads dysfunction throughout. Staff turnover rises, and the entire system suffers.

In the end, if we really want a motivated workforce, we have to tackle these issues at the root. Understanding each person’s self-esteem needs, whether that’s external validation, belonging to a brand, or room to create and grow, is the secret. People aren’t robots running on money alone. We each come with our own psychological wiring, craving recognition, autonomy, or stability, depending on how we view ourselves and the world around us. A wise employer or policymaker will address these human factors—and when they do, everyone benefits.