Women started entering the job market at the turn of the twentieth century as a demand arose during World War II.  Women in the workforce had become a new ideal, and the challenges to balance work and home life began to present itself.  The demographic shift was substantial, “between 1975 and 2009 when the labor force rate of mothers with children under age eighteen increased from 47.4 percent to 71.6 percent” (Bianchi, 2001, p.15).  Although there has been an increase of women, there is still a societal belief on the role they should play and inequities that continue to plague the workforce.  A working mother often requires special accommodations during the time of her children’s youth, but then gives back to the organization due to gratification.  “Over the course of a work life, most individuals will experience a wide range of work and nonwork identity transitions” (Ladge, Clair, & Greenberg, 2012, p.1449).  If a manager can effectively work with an employee by implementing the right motivational tools during different periods of their life, it can lead to higher performance and development in the future.  This paper will comprise of career development and motivational theories; along with contemporary drivers pertaining to working women relating to workforce education that are tied to current culture, policies, and training procedures within an organization.

Keywords: Development, Motivation, Employment, Equality, Women, Career