Intrinsic and Extrinsic Motivation
Intrinsic & Extrinsic Motivation
By Rachael Tate
INTRODUCTION
In Drucker’s book on management he states that “Making a living is no longer enough. Work also has to make a life” (1974, p. 170). This statement relates to a generation where work life and personal life were kept separate. Most employees would work for money and go home. There was no intrinsic motivation to work any harder than needed and for many years organisations would reward their staff with monetary bonuses such as increased salaries and benefits. These are known as extrinsic rewards. Today, contemporary organisations are beginning to change the workplace by implementing intrinsic rewards to increase motivation. Studies show that intrinsic rewards could be the beginning of a new management era and that they should be incorporated into the common management style in the 21st century. This essay defines intrinsic and extrinsic motivations and provides ‘real world’ examples of the benefits they reap when introduced.
INTRINSIC MOTIVATION
Intrinsic motivation has been described in many ways. Amabile, Hill, Hennessey, and Tighe (1994) describe it as “the motivation to engage in work primarily for its own sake, because the work itself is interesting, engaging, or in some way satisfying” (p. 950). According to Ryan and Deci (2000) intrinsic motivation refers to “doing something because it is inherently interesting or enjoyable” (p. 55). Pink (2009) defines intrinsic rewards as encompassing three components: Autonomy (the need to direct your own life), Mastery (desiring to get better at something you’re passionate about) and purpose (the longing to be a part of something bigger and better).
When all an employer wants from an employee is compliance, the traditional concepts of management will work. In the case that the employer seeks engagement, self-direction is more motivating. Amabile (1996), a professor at Harvard Business School, asserts that “Without intrinsic motivation, an individual
By Rachael Tate
INTRODUCTION
In Drucker’s book on management he states that “Making a living is no longer enough. Work also has to make a life” (1974, p. 170). This statement relates to a generation where work life and personal life were kept separate. Most employees would work for money and go home. There was no intrinsic motivation to work any harder than needed and for many years organisations would reward their staff with monetary bonuses such as increased salaries and benefits. These are known as extrinsic rewards. Today, contemporary organisations are beginning to change the workplace by implementing intrinsic rewards to increase motivation. Studies show that intrinsic rewards could be the beginning of a new management era and that they should be incorporated into the common management style in the 21st century. This essay defines intrinsic and extrinsic motivations and provides ‘real world’ examples of the benefits they reap when introduced.
INTRINSIC MOTIVATION
Intrinsic motivation has been described in many ways. Amabile, Hill, Hennessey, and Tighe (1994) describe it as “the motivation to engage in work primarily for its own sake, because the work itself is interesting, engaging, or in some way satisfying” (p. 950). According to Ryan and Deci (2000) intrinsic motivation refers to “doing something because it is inherently interesting or enjoyable” (p. 55). Pink (2009) defines intrinsic rewards as encompassing three components: Autonomy (the need to direct your own life), Mastery (desiring to get better at something you’re passionate about) and purpose (the longing to be a part of something bigger and better).
When all an employer wants from an employee is compliance, the traditional concepts of management will work. In the case that the employer seeks engagement, self-direction is more motivating. Amabile (1996), a professor at Harvard Business School, asserts that “Without intrinsic motivation, an individual