Research on "Interrelationship of Intrinsic and Extrinsic Motivation" by Jerry Dermer
In the article “Interrelationship of Intrinsic and Extrinsic Motivation” by Jerry Dermer, there are three different assumptions about the interrelationship between extrinsic and intrinsic motivation from three different researchers. Firstly, Deci, E.L. stated that an extrinsic performance-contingent reward reduces people’s intrinsic motivation. Secondly, Hofstede, G.H. supported that intrinsic motivation is a necessary co-requisite for extrinsic rewards to be motivating; however, intrinsic motivation is not reduced in the occurrence of extrinsic rewards. Thirdly, the general assumption of many motivational researchers believed that intrinsic and extrinsic motivations are unrelated. The purpose of the study was to firstly determine if there is a relationship between extrinsic and intrinsic motivation, and then to help management in resolving the dilemma of whether or not they should provide rewards based on performance.
The study conducted a questionnaire which was distributed to 81 department store managers in a large department store chain. The questionnaire included measurements for extrinsic and intrinsic motivation. For extrinsic motivation’s measurement, the questionnaire listed seven statements for managers to rate on the Likert scale. The budget performance in these seven statements was linked to seven extrinsic outcomes: recognition, advancement, job security, better peer relations, better supervisory relations, increased responsibility, and increased salary. For example, “‘exceeding budgeted performance will lead to more responsibility’” (Dermer, 1975). For intrinsic motivation’s measurement, the questionnaire only listed three statements asking the managers to rate the level to which higher order need satisfaction is affected by good performance. For instance, “‘Doing my job well gives me a feeling of accomplishment’” (Dermer, 1975). In order to have a fair and accurate result, both statements were presented in Likert format. Managers needed to rank the
The study conducted a questionnaire which was distributed to 81 department store managers in a large department store chain. The questionnaire included measurements for extrinsic and intrinsic motivation. For extrinsic motivation’s measurement, the questionnaire listed seven statements for managers to rate on the Likert scale. The budget performance in these seven statements was linked to seven extrinsic outcomes: recognition, advancement, job security, better peer relations, better supervisory relations, increased responsibility, and increased salary. For example, “‘exceeding budgeted performance will lead to more responsibility’” (Dermer, 1975). For intrinsic motivation’s measurement, the questionnaire only listed three statements asking the managers to rate the level to which higher order need satisfaction is affected by good performance. For instance, “‘Doing my job well gives me a feeling of accomplishment’” (Dermer, 1975). In order to have a fair and accurate result, both statements were presented in Likert format. Managers needed to rank the