This is an Open Access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. IntroductionResearch results relating motivation and work have encouraged organizations to efficiently value its workers to maintain a prominent place in today's highly competitive market (Macintosh, & Doherty, 2010;Stringer et al., 2011). Even in a training context, motivation can influence the willingness of an employee to participate in a program and put in practice the best way to apply what has been learned (Maurer, & Tarulli, 1994;Noe, & Wilk, 1993).Although this is a relatively well investigated topic, the study of the factors that motivate workers and, consequently, organizations to achieve good performance still demands the accumulation of observations obtained in different countries, whose workers are governed by specific institutional norms linked to work and are immersed in different cultures, as well as in companies of varied size, markets, work organization, skills and workforce skills (Di Cesare, & Sadri, 2003).Another factor highly interdependent with the performance of the industrial company is maintenance, defined by Pintelon & Van Puyvelde ( 2006) as a combination of all the technical and administrative activities necessary to keep equipment, installations and other assets in the desired operating condition or restore them