This graduate thesis deals with work motivation among two groups: students and the working population. The problem of this paper is insufficient knowledge about the motivation in the work of students who are just entering the labor market compared to the working population, whose motivation in professional development changes with regard to life stages, aspects, priorities, employment and status of individuals. The subject is to investigate and analyze strategies for motivating employees in organizations and the attitudes of the student population and the working population on motivation at work with the aim of determining possible differences. The work consists of 5 defined goals. The first goal is to determine the motivation and satisfaction factors of employees in the organization in order to gain knowledge about the motivation strategies implemented by companies and the impact of implementation on employees. That is, with the help of examples from practice, it is shown how certain companies increase or decrease the satisfaction of individuals in the company's work environment with their motivation system. The next goal is to determine the possibilities and limitations of material and non-material motivation in organizations. So, the motivation system has positive and negative sides. During the implementation of the motivation system, there may be negative outcomes such as disagreements, conflicts and client dissatisfaction resulting from employee dissatisfaction. The third goal is to determine attitudes about motivation in the work of students and the working population in order to gain knowledge about the needs and preferences important for motivating the two groups mentioned, and thus the fourth goal is achieved. The fifth goal is to propose further ways of motivating different groups of employees in organizations. Considering the results of the research, it can be concluded that in order to implement a successful motivation system, it is necessary to establish a motivation system based on financial incentives, personal development, a pleasant working environment and individual preferences. When implementing the aforementioned system, it is necessary to pay equal attention to each individual and to have insight into his overall work result. It is also important to establish a quality management team so that the above proposals can be successfully put into practice. The theories of motivation that are defined and analyzed with examples are: content, process and special theories of motivation. They are also important in order to develop successful tangible and intangible motivational strategies. The material motivation strategy consists mostly of salary, financial incentives, bonuses in the form of Christmas money and the like, use of a car and a company card, as well as the use of a company laptop and cell phone. The material strategy also includes various paid activities as well as paid systematic reviews and others. The intangible strategy consists of the employee's working environment, the culture, norms and rules of the company, the superior's attitude towards the employees, respect for the superior's opinion and others. examples from the practice of companies such as DM, Valamar Riviera, Google, Johnson & Johnson and Apple are also presented. In addition, a theoretical overview of employee satisfaction in companies was given, supported by examples from practice. Companies whose examples were presented were Apple, Coca-Cola and Among Bank. It is also shown how certain demographic characteristics affect employee satisfaction. After that, primary empirical research is carried out in the form of a semi-structured questionnaire of 11 questions, and the accepted hypotheses are tested with the help of their results. With the help of hypotheses, it can be concluded that the attitudes in motivation at work differ between the student population and the working population. Attitudes also differ with regard to demographic characteristics (age, gender, level of education) and work experience. In view of the above, with the help of research, it has been proven that motivation differs with respect to aspects of the respondents' lives. For example, the student population is more motivated by material elements than by immaterial ones, so managers should emphasize certain bonuses based on the work done. It is also necessary to refer to the results of material and non-material motivation with regard to the level of education, because they show a good example of the different interests of the two groups. Thus, respondents with a medium level of education are more motivated by material elements, while respondents with higher education are more motivated by non-material elements. Although managers can group employees according to their characteristics, it is also important to remember that individuals within groups may differ to some extent.