Daugherty Business Solutions, a St. Louis–based technology consulting firm, has cultivated a workplace culture that emphasizes communication, growth, and employee empowerment. Leadership at Daugherty views motivation not as a one-way directive but as a dynamic, two-way process rooted in dialogue and development. This approach aligns with modern organizational communication theory, which emphasizes the importance of feedback loops, transparent messaging, and shared meaning in fostering employee engagement (Robbins & Judge, 2022). By investing in mentorship, internal mobility, and inclusive employee resource groups, Daugherty creates an environment where employees feel heard, valued, and motivated to contribute.

The company’s practices reflect a nuanced understanding of employee needs, closely mirroring Maslow’s Hierarchy. Basic needs are met through competitive compensation and benefits, while psychological and self-actualization needs are addressed through professional development programs and a culture of belonging (PeopleHR, 2024). Daugherty’s DEI initiatives and internal networking groups—such as Women LEAD and the Black Consultants Network—further reinforce a sense of community and purpose. These communication channels not only support individual growth but also strengthen organizational cohesion.

Fairness and equity are central to Daugherty’s internal narrative, though employee reviews suggest some inconsistencies in execution. While many consultants praise the collaborative culture and leadership’s investment in career growth, others cite concerns about favoritism and uneven communication from upper management (Indeed, 2024). This tension highlights the importance of consistent superior-subordinate communication and the perception of procedural justice—key factors in employee satisfaction and retention (Greenberg, 1990). Daugherty’s emphasis on promoting from within and recognizing individual contributions reflects an effort to balance equity with performance-based advancement.

In terms of rewards and consequences, Daugherty leans toward positive reinforcement. Employees are motivated through learning opportunities, autonomy, and recognition, though some note that bonuses and merit increases are modest. The company appears to avoid punitive measures, instead using performance-based reassignment or layoffs when necessary. This approach aligns with Herzberg’s Two-Factor Theory, which distinguishes between hygiene factors (e.g., pay, job security) and motivators (e.g., achievement, recognition) as separate but essential components of job satisfaction (Herzberg, 1968).

Ultimately, Daugherty’s motivational strategy is best explained by a blend of Herzberg’s theory, McClelland’s Needs Theory, and Equity Theory. The firm fosters achievement and affiliation through its consulting model, while striving to maintain fairness and transparency in its communication practices. While not without challenges, Daugherty’s approach demonstrates how thoughtful organizational communication can shape motivation, performance, and culture in a knowledge-driven workplace.

References

Greenberg, J. (1990). Organizational justice: Yesterday, today, and tomorrow. Journal of Management, 16(2), 399–432.

Herzberg, F. (1968). One more time: How do you motivate employees? Harvard Business Review.

Indeed. (2024). Daugherty Business Solutions employee reviews. https://www.indeed.com/cmp/Daugherty-Business-Solutions/reviews

PeopleHR. (2024). Motivational theories in the workplace to improve productivity. https://www.peoplehr.com/en-gb/resources/blog/motivation-theory-in-the-workplace/

Robbins, S. P., & Judge, T. A. (2022). Organizational behavior (19th ed.). Pearson.