The traditional motivating measures to reward or punish workers only have a short-term palliative effect; however, many organizations, even knowing the motivational theories that go far beyond these traditional measures, fail to introduce them; therefore, their actions are often restricted to the theoretical discourse and, because they are not applied properly, they end up having an opposite effect, generating the employees' disappointment and discouragement. This effect can be aggravated when the multigenerational environment is not considered. This article aims to compare the motivation of the technical and educational servants of education in a multigenerational environment, through a case study, using the quantitative method with questionnaire closed questions. The analysis of results, from the perspective of Motivational Theories, showed points to be improved by people management, such as the need for charismatic leaderships, better working conditions, server recognition, training and capacity building. The multigenerational environment presented a balanced distribution of generations among the technicians, but among the teachers the age distribution was irregular, thus showing, among other factors, a lack of renewal, with the non-entry of new teachers.