Figure 6.1
In the public sector, where compensation often lags behind the private market, motivation must stem from more than just financial reward. The St. Louis County Library (SLCL) has distinguished itself by cultivating a workplace that thrives on purpose, autonomy, and continuous development. Through a mix of strategic human resource practices and a deeply embedded sense of mission, SLCL demonstrates that a motivating work environment can be built around service, creativity, and a commitment to the community.
One of the most powerful motivational elements at SLCL is its mission-driven culture. Employees are inspired by the library’s public-service ethos and its impact on education, equity, and community enrichment. Research consistently shows that purpose-driven work environments produce higher engagement and lower turnover (Grant, 2008). At SLCL, librarians and support staff alike report a sense of pride in helping patrons learn, grow, and connect—an intrinsic motivator that transcends traditional incentive structures.
Despite the nonprofit nature of library work, SLCL has made substantial progress in aligning its compensation and benefits with employee needs. As outlined in the library’s 2023–2026 Strategic Plan, enhancements to parental leave, healthcare options, and pension benefits reflect a modernized approach to staff well-being (St. Louis County Library, 2023). Although SLCL does not offer profit-sharing, its investment in family-friendly policies and retirement planning demonstrates a commitment to long-term employee satisfaction.
Job design is another area where SLCL excels. By giving staff room to develop original programming, lead community initiatives, and adapt resources for diverse audiences, the library fosters autonomy and creativity—two pillars of motivational theory (Deci & Ryan, 2000). Employees report high levels of ownership over their roles, particularly in positions that involve youth services or digital literacy programming, where staff can actively shape outreach strategies and learning outcomes.
While not formally confirmed, it is likely that SLCL uses goal-oriented performance tools such as SMART objectives to guide employee development and program evaluation. Goal-setting theory suggests that clear, attainable objectives paired with constructive feedback improve motivation and job satisfaction (Locke & Latham, 2002). Team-based accomplishments, rather than individual bonuses, appear to be the dominant form of recognition, reinforcing collaboration and shared achievement across departments.
Ultimately, the St. Louis County Library succeeds in motivating its workforce through a thoughtful blend of intrinsic and extrinsic incentives. By fostering an environment rooted in community service, professional growth, and inclusive leadership, SLCL proves that public institutions can be as dynamic and rewarding as their corporate counterparts. Its approach offers a model for how mission, culture, and employee empowerment can combine to create a truly motivated workforce.
References
Deci, E. L., & Ryan, R. M. (2000). The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268. https://doi.org/10.1207/S15327965PLI1104_01
Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93(1), 108–124. https://doi.org/10.1037/0021-9010.93.1.108
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705–717. https://doi.org/10.1037/0003-066X.57.9.705
St. Louis County Library. (2023). Strategic Plan 2023–2026. https://www.slcl.org/strategic-plan
Discussion Questions
- What are some potential problems with closely tying employee pay to company performance?
- Nucor has one of the lowest turnover rates in the industry. How much of the organization’s employee retention is related to the otherwise low pay of the steel working industry?
- What would St. Louis Public Library’s strategy look like in a for-profit environment (e.g., a retail outlet)?
- Would St. Louis Public Library’s team-based accomplishments system of motivation work at a for-profit company?
- Imagine that taxpayers received tax breaks that allowed them to keep more of their earnings. However, the loss of the taxes used to support St. Louis Public Library meant that it had fewer funds available to maintain its current status. Employees are beginning to feel the pinch of substantially reduced pay. What can St. Louis Public Library do to keep its employees happy?
