Intrinsic And Extrinsic Motivation

When a person plans or wants to do something, he or she has a motivation for that specific thing. In other words, when a person does something, that person has a reason why he or she should do that thing. Not always there is a reason to do something, but sometimes may be many reasons that are backing a person to take those actions to do it. This happens not only to humans, or living organisms, but also in nonliving organisms. An example is when a rock which had bounced after it hit the floor while falling down. Scientists may tell some of the reasons why the rock does that kind of action, but they cannot tell all of the reasons that back the rock’s actions. A similar thing, as the scientists, was Alfie Kohn trying to do in his essay, “Why

Chapter 12 of our textbook is titled “Motivating Employees,” and it encompasses much of what was in Drive. An extrinsic reward is defined as the “payoff, such as money, a person receives from others for performing a particular task.” Extrinsic rewards are what drive the old economy and still influence management techniques within organizations today. These rewards have many benefits but are becoming more and more obsolete in the twenty-first century workforce. The textbook defines intrinsic rewards as the “satisfaction, such as a feeling of accomplishment, a person receives from performing the particular task itself.” Offering only extrinsic rewards is what Pink refers to as “carrots and sticks.” These rewards work well for routine tasks. However, these rewards often stifle creativity (as seen in the candlestick experiment). Modern jobs are increasingly relying on creativity and innovation. Managers can use this knowledge by acknowledging the importance of intrinsic rewards when dealing with employees engaged in more complex

Motivation can be defined as the desire or inspiration to carry out specific tasks or to do something. Motivation is required when goals are being set and more so in their execution. In a work setting, motivation can be defined as a process through which individuals choose between alternative forms of behavior with the aim of achieving personal objectives. The goals sought by individuals can be extrinsic or relatively tangible such as monetary rewards and promotion, or intrinsic or intangible such as self esteem or job satisfaction (Armstrong, 2006). In learning, the desire to attain good grades is what motivates a student to study hard everyday as they prepare for the exam. On the other hand, for a teacher to put his best foot forward, he

According to Bateman & Snell (2009), Motivators to employee job performance are centered on extrinsic and intrinsic rewards. Extrinsic rewards are characteristics of the workplace that attract and retain people. They revolve around organization and management policies, working conditions, pay, benefits, and other so-called “hygiene” factors. Intrinsic rewards are motivators that provide employees personal satisfaction in the performance of their jobs such as opportunities for personal and career growth, recognition and the feeling of achievement in the successful completion of a task. (p. 486). Herzberg’s two-factor theory suggests

Although intrinsic motivation has numerous benefits, few drawbacks of intrinsic motivation should also be considered as well. An intense form of intrinsic motivation can reach to the point that employees can completely lose track of time and space, completely ignore authority and other important tasks, as well as not having enough time to learn or perform other essential tasks while learning and enjoying a particular academic activity. When performing an enjoyable task, a person can lose track of space or self-awareness. Individuals motivated by intrinsic gratification seek an experience for itself, rather than for anticipated rewards. The process is considerably more important to them than the resulting product or outcome, which has them working often

Steven Kerr’s article highlighted the multitude of problems associated with organizations and their faulty reward systems or incentives that are set up to accomplish one then, yet motivate people to do another. Kerr simply states: “Managers who complain about lack of motivation in their workers might do well to consider the possibility that the reward systems they have installed are paying off for behavior other than what they are seeking.” While Kerr gives a myriad of examples to illustrate this issue, I’d like to specifically focus in depth on two of them.

Why are some people more motivated than others go to the gym? To get good grades? What drives these people to do what they do? Science says that this drive to work hard comes from within. Although the reward and punishment system is effective for basic tasks, creative tasks require a different kind of motivation. True motivation comes from within ourselves and we are motivated, and often more successful, by satisfying our needs for achieving a meaningful goal.

Sturman, Corgel and Verma noted, “the motivation, the drive, or compelling force that energizes people to do what they do comes from either inside the individual (intrinsic motivation) or from the environment (extrinsic motivation)” (Sturman, Corgel, & Verma, 2011). Per the Profile Survey on page 49 my two “Not at all Characteristic” behaviors of noticing appropriate rules and following them and encouraging others to develop and solve their own problems are more like in need of improvement behaviors. In my mind motivation is closely related to encouragement and I have noticed one of my areas that need improvement is recognizing when people need me to encourage them to take action versus when they need me to help them solve a problem. For example,

Pink (2009) and Latham (2012) both share that enriched or complex jobs tend to do better with intrinsic motivators, while simple or very structured jobs tend to do better with extrinsic motivators. This may have some very important effects on modern day workplaces and could be used to link the most effective incentive with a particular kind of work. For example, jobs such as sales may do very well with extrinsic motivation like bonuses or commission, while jobs such as advertising may do better with intrinsic motivation such as comparisons to other companies, groups, or previous work. Pink (2009) discusses that routine or rule-based work of the last century responded very well to extrinsic rewards, but that in modern work that is more complex and has multiple solutions, intrinsic rewards have been shown to be more effective. Complex problem solving will be more effective with intrinsic motivators, and Pink (2009) provides the three elements of autonomy, mastery, and purpose as part of the reason; which is that people in many jobs want to know that they are an important part of the overall

stages such as I did when using the role of a mother in playing house. I used perspectives and traits I believe I presents a mom such as cooking and cleaning to represent the self of a mother. This is an example of Mead theory of the play and game stage.

“One concern with pay for individual performance is that it may undermine intrinsic interest, thus having little or no positive net influence on performance.” “Intrinsic rewards come from the internal satisfaction and enjoyment a person receives in the process of performing a particular action”. The

What intrinsic and extrinsic rewards could management provide to motivate and increase productivity in ES employees? …………………………………………………………………...4

Young children are compelled to learn because of their natural curiosity in life. Older children seem to need a push in the direction to learn. This describes the two types of motivation. Intrinsic motivation describes the young child. It is motivation from within and the desire someone feels to complete a task, including natural curiosity. Intrinsic motivation is anything we do to motivate ourselves without rewards from an outside source. “In relation to learning, one is compelled to learn by a motive to understand, originating from their own curiosity” (Rehmke-Ribary, 2003 p.intrinsic).

“All four rewards are accompanied by increased positive emotions about work and by decreased negative emotions.” (Thomas, 2009, pg. 68)

Being rewarded and recognised for their work or contribution is what keeps an employee motivated to work towards achieving the organisational as well as personal goals. When the employees is motivated by rewards, they will have job satisfaction consequently increasing the productivity of the organisation. It necessitates the need of managers to pay more attention in understanding their employees and come up with suitable types of reward systems for the organisation so that the employees are intrinsically and extrinsically motivated all the time. The hypotheses that I put forward here is to support this statement that effective reward management is critical to