Technological advancement has transformed the world into a small global village, enabling people from different parts of the world to come together both virtually and physically through its technologies. The future workforce will be diverse in terms of employment relations, and money could cease to be a primary motivational factor for a blended workforce. Therefore, there needs to be a balance between money as an incentive (monetary incentive) and non-money-based (non-monetary) incentives to gratify the varied needs and interests of the future workforce. If incentives are poor or not appropriately used, employee commitment could dwindle, acts of sabotage could be the order of the day, and productivity would suffer a lag. Therefore, this study aims to appraise the use of non-monetary motivation factors for promoting future workforce engagement in the construction industry by adapting the demand and supply theory to ensure optimum workforce productivity. The study adopts a review approach and uses secondary sources of data collection, such as articles and journals. The findings reveal that the future workforce will be besieged by various issues such as isolation, multigenerational workforce belongingness issues, and resistance to change (Job demand). The study also reveals that the combination of building human capital, social capital, and relational capital (Job resources) will lead to workforce engagement, which could be cognitive, emotional, and behavioural engagement, and lead to a blended workforce satisfaction, motivation, commitment, and advocacy. The study recommends using a blended approach to motivation for a blended workforce engagement in the construction industry.