Human resources are one of the most important resources of an organization. Without sufficient social capital, as well as its proper use, no company can fully function. That is why it is so important that the company's employees feel incentives to work and achieve the company's goals, and new potential candidates feel the desire to join the team. In order to achieve such results, organizations should effectively use one of the "classic" functions of management, which is motivation. The purpose of this article is to analyze the motivational activities used by managers of three companies with different specializations, and to evaluate them from the point of view of these managers and their subordinates. To achieve the goal, a literature review was conducted and previous, current and new approaches to motivation were analyzed. The relationship between motivation and the personality of the employee was also considered, as well as the instruments of motivation used. The literature analysis was the basis for an empirical study in three companies. They were conducted using two survey questionnaires. The first questionnaire was addressed to managers and the second to employees. The data collected made it possible to determine the degree of employee motivation. The degree was assessed from the point of view of the managers and the employees themselves. It is important for superiors to know their subordinates well, and to be aware of what their needs are. The results of the research provide useful information for management practitioners.