...Intrinsic and extrinsic motivation Regis University Joseph Billman May 27, 2016 Intrinsic and extrinsic motivation Three phrases come to mind when I think of motivation, “Monday blues”, “hump day”, and “Thank God it’s Friday”. These phrases have a lack of motivation associated with them. All three phrases basically refer to looking forward to the end of the work week. We spend most of our lifetime working at our career, job, or our personal business. Positive motivation is important in both our professional and personal time during the day; it brings in happiness and health into our lives. Because we spend most of our time at work, I’m going to talk about the benefits of intrinsic and extrinsic motivation at our jobs. In the appendix of this paper is an article called, “The Impact of Intrinsic and Extrinsic Motivators on Employee Engagement in Information Organizations” by Rajesh Singh. This paper will go over a summary of the article and how the article relates to motivation. Additional references will be made from the text book, “Management” by Schermerhorn, J., & Bachrach, D., for a comparison and contrast to the article. Lastly, all the information presented in this paper will show how a manager could become a more effective leader in the 21st century. Let’s begin with a summary of the article Research study This is a research article that was conducted from St. John’s University in New York, within the division of Library and Information Science (LIS). Ninety-eight...
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...deep concentration. People with deep feelings may transcend culture, with most people caring deeply about the same few things. Organizations are just spinning the wheel trying to find effective ways to motivate their employees but in the end no evaluation being done; on how to do it. The purpose of this review of information is elaborate how to motivate and evaluate employees in such way that it will influence others the drive of energy to explore the opportunities in the workplace. Main part of this paper is how to distinguish the differences in intrinsic and extrinsic motivation in the workplace. The second parts will focus on identifying the core, which will help managers motivate their employees. Moreover, finally, the last part will include a conclusion and theoretical application of its finding. Empowering Employers’ to Motivate and Evaluate Introduction In a world full of political turmoil, economic uncertainty, and violence and tragedy on every hand could stand to hear some good news, some search for in a career. People opt to be a human “doing” rather than a human “being." Who people are is what people do; consequently they do a lot. People work many hours because if they do not work, they do not have identified. Because of the motivation is not being sufficient in the workplace. Internal needs and external incentives play an important role in motivation. However, the journey begins with an expression of...
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...Reaction Paper Many of the people around us act as a catalyst to help us to imagine and reach out to accomplish great things. Hillary Clinton once said that “It takes a village.” and by that she meant our teachers, neighbors, friends, parents, clergy, etc. These people, unless unlimitedly talented, are challenged at times to motivate those that they love, guide, and advise. The never ending questions is what triggers people to act. Scholars refer to internal and external factors that drive people to act. Such factors include values that are inherent,, curiosity or interests. Although internal factors are not externally motivated or rewarded, they can be influence by people to move or act in specific ways. The interplay between the internal factors and the external factors is the premise in which self-determination theory was developed. Results from research has shown that rewards, verbal recognition, and the desire for good grades are elements that motivate people. These elements are referred to as external factors. Self Determination Theory Self-determination theory by Ryan and Deci (2000) presents a broad framework through which the personality and human motivation can be studied. The theory presents various extrinsic and intrinsic values of motivation and looks at the various roles of both values in the social and cognitive development. The theory presents six mini theories to argue its main points. They include the cognitive etheory that looks at intrinsic motivation...
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...Abstract Purpose – This paper aims to explore the complex relationships between intrinsic and extrinsic motivation, pay satisfaction and job satisfaction at the retailer that uses a pay-for-performance plan for front-line employees. Design/methodology/approach – This paper draws on a single organization case study across seven stores, and uses a survey, archival documents, open-ended questions and researcher interaction with employees and managers. Findings – The results provide some support for the complementary nature of intrinsic and extrinsic motivation. Intrinsic motivation was positively associated with pay and job satisfactions, whereas extrinsic motivation was negatively associated with job satisfaction, and not associated with pay satisfaction. The qualitative insights indicate that pay fairness is important, and those who perceived pay was not fair generally made comparisons with others or felt that pay did not reflect their effort. It is also found that the majority of employees perceived that goals were clear. Research limitations/implications – The dominance of extrinsic motivation without including behavioural, social, and psychological factors in agency theory research is questioned. The research finds no support for “crowding out”, but rather finds some evidence of “crowding in” where intrinsic motivation is enhanced, to the detriment of extrinsic motivation. Practical implications – The findings highlight that managers should enhance both intrinsic and extrinsic motivation...
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...‘Knowledge’ and ‘Culture’: Organisational Intangibles and their Tangible Value Proceedings from the Management Conference 2004 International Journal of Knowledge, Culture and Change Management Volume 4 www.ManagementConference.com www.CommonGroundGroup.com This journal and individual papers published at www.Management-Journal.com a series imprint of theUniversityPress.com First published in Australia in 2004/2005 by Common Ground Publishing Pty Ltd at www.Management-Journal.com/ Selection and editorial matter copyright © Common Ground 2004/2005 Individual papers copyright © individual contributors 2004/2005 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without written permission from the publisher. ISSN: 1447-9524 (Print) ISSN: 1447-9575 (Online) Cover design by Common Ground The International Journal of Knowledge, Culture and Change Management is a peer-refereed journal published annually. Full papers submitted for publication are refereed by the Associate Editors through an anonymous referee process. Papers presented at the Fourth International Conference on Knowledge, Culture and Change in Organisations, University of Greenwich in London, United Kingdom, 3-6 August 2004. Editors Mary Kalantzis, Innovation Professor, RMIT University, Melbourne, Australia. Bill Cope, Common Ground and Visiting Fellow...
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...EMPOWERING LEADERSHIP AND EMPLOYEE CREATIVITY Abstract: This paper is organized as follows. First we explain the theory on psychological empowerment and various leadership theories to develop a relationship between empowering leadership and employee creativity. Secondly it provides case studies to support the empowerment theories. We argue that the use positive psychology, specifically empowering leadership, contributes to employee success within an organization. The paper cites research by various highly esteemed professors and the primary sources were various internet articles, journals and websites. Introduction The use of positive psychology, originally proposed by Martin Seligman in his 1998 Presidential Address to the American Psychological Association, has been garnering support in recent studies. It focuses not on why people fail, but rather why they flourish and excel. Recent studies have shown that Empowering Leadership can affect employee creativity. By use of the word “creativity” we refer to the “out of the box’ ideas used in production and problem solving. Professor Alex Linley of the University of Leicester maintained that part of the empowering process calls for the leader to delegate authority which empowers the employee to make decisions and implement actions without direct supervision. This expression of confidence in the employee results in developing the employees feeling of self-efficacy which manifest “in four cognitions: meaning, competence...
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...MPE711: Global Trade and Markets ASSESSMENT GUIDE In both assessment 1 (presentation) and assessment 2 (written research article) you will be required to work in a group on the same research topic. Groups should consist of 3 to 4 individuals. Exceptions to this can be made for offcampus students if they can demonstrate difficulty in finding group members. You are free to form your own groups, whether through face-to-face contact or by using the ‘group formation’ forum on CloudDeakin. Ensure once your group is formed that you register it on CloudDeakin. You are required to finalise your group formation by the second week of trimester. GROUP WORK TIPS Your group will benefit from diversity. You are encouraged to form groups with a broad range of skills covering quantitative analysis, writing, editing skills and leadership skills. You should also try to form groups that cover diverse industry groups and cultural backgrounds. You should consider appointing a leader for the group. The role of the leader is to coordinate meetings and set deadlines. However, the group should still agree on decisions made by the leader and the group cannot expect the leader to bear responsibility for the group’s performance. At the initial stage, avoid assigning different tasks to each member. You are encouraged to work as a group, meaning you should first think about the project as a whole, write down some bullet points, and then meet together to work out a plan prior to the assigning of tasks...
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...face of obstacles. Managers motivate their employees. Most companies are looking into ways to improve efficiency, productivity, and quality. The question is how to make employees work more productively? This is a question of utmost importance to any manager. The answer to this question is very complex and critical. I will address this question by using various journals, research paper and books. There are several theories which manager may employ in order to motivate the employee. This paper will discuss about various types of motivation theories. It further examines which motivation theory should be applied by a manager in a particular situation in order to motivate employees. It will explain how it is dependent on the size of the organization, environment in which the organization is placed and the economic condition of the nation in which organization is. Motivation Motivation can be divided into two types: intrinsic and extrinsic (Guzzo, 1979). Intrinsic motivation is the motivation to work on something because it is interesting, engaging, exciting, satisfying, personally challenging, appealing. Intrinsic motivation leads to creativity and hence is suggested to be applied in an organization where more creativity is required to do a job (Amabile, 1997). Extrinsic motivation is a construct that pertains whenever an activity is done in order to attain some separable outcome...
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...1971) and widely used goal theory (Karoly, 1993) which explain that motivation is come from a given work environment and how their leader motivate them. It is require skilled manager who can communicate effectively, attend to employee queries, be creative and innovative, plan and delegate task and always follow up with problems solving. This article would be a helpful resource for my research paper because it demonstrates the real and recent research from (Hebda, Vojak, Griffin, & Price, 2007- Motivating technical visionaries in large American Companies) which indicated that the most important motivator was time provided by the management to solve the complex issues. It shows that the leaders need to plan and make fast decision making and create a work environment that bring forth employee motivation. It is reliable as the authors use a lot of reference sources to support the conclusions. This journal article is written by three very experience authors. Ann Gilley is an associate professor of management at Ferris State University where she teaches strategy and management. Her areas of research include change, the organizational immune system, and managerial malpractice. Jerry W. Gilley is a professor and program chair of organizational performance change at Colorado state university and was a principal at William M. Mercer. Heather S. Mcmillan is an assistant professor of management at Southeastern Missouri State with 8 years of progressive human resource management experience...
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...Literature Review 5 Intrinsic Rewards 5 Extrinsic rewards 6 Hygiene factors 7 Current issues, solution Proposal and conclusion 10 Stability 10 Hidden policies 10 Security 11 Politics in pay increment and promotion 11 Delay in reimbursements of incentive and awards 12 Unhealthy competition 12 Expectancy and valance of awards 13 References 14 Appendices 16 Appendix -1 16 Appendix-2 18 Appendix-3 20 Introduction Modern organisation faces a lot of challenges in retaining and motivating the staff as human resources are vital part of any organisation. These challenges like recruiting developing and retaining sales staff must be taken care off to gain maximum outcome from employees. To retain the employee, company uses different motivational techniques. This report is provided to determine the importance of motivational techniques for retaining staff motivated. Based on literature and journal article, motivational factors are discussed in this report. And how these motivational factors motivate the employees in selected organisation i.e. Glaxo Smith line India Limited. Different Motivational theories are discussed here to help the organisation to develop and retain the sales force and also discussed the issues and risk of the same followed by proposed solution is also provided here (Ali & Danish, 2010). The motivational factors discussed here are based on my six years working experience with Glaxo and secondary research. Three components of...
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...Performance Feedback in the Workplace For as many years as businesses have had employees, people have been trying to discover how to get the most out of each individual and how to keep the good ones around. Supervisors go through training after training on how to talk to subordinates, how to manage them, and how to keep them efficient. Performance feedback has been shown to be one of the most effective ways of completing this daunting task. Performance feedback has different styles and methods that can be useful in the workplace. This paper will cover some of these methods as well as the research behind how performance feedback works. Performance feedback comes in many shapes and sizes that are useful for different scenarios and purposes. The first to be discussed will be formal performance feedback which comes in two forms: intrinsic, which comes from within or from the self, and extrinsic which comes from an outside source (Kim and Hamner). Formal extrinsic feedback should be the starting point for supervisors in order to give the employee a baseline of expectations to meet. This will be written expectations that the supervisor and subordinate will go over together and discuss at great length to ensure understanding. The effect of doing so with each individual allows for a level playing field among all of the employees, and leaves no room for misinterpretation of what is required. Within this formal extrinsic feedback there should also be goals set for each individual...
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...POSITIVE REINFORCEMENTS IN THE WORKPLACE For an organization, good work is rewarded with some type of a positive reinforcement. By doing the positive reinforcement, the act which was rewarded had a pleasant result and makes the employee want to continue to do good work. Behavior is a function of its consequences (Love, 2005). Managers have to do some type of positive reinforcement to keep the employees doing great performances and that leads to the organization’s good repetition and what keeps the business going. Some forms of positive reinforcements in the workplace are: • Contests- to recognize and reward top performance • Promoting fun and values • Rewards which should be symbolic, tangible, and anchor positive behaviors With the right reinforcement, everyone’s performance can improve. Applying that knowledge will bring about the behavioral changes you want from your employees. And that’s the best way to meet your company’s goals (Love, 2005). Being a manager, taking into consideration of positive reinforcements would only make what he/she has at hand better. Ways to let your employees know that they are valued and spur them on to success are to accentuate the positive by informing of the wrong but going easy on how it is said and what is said; open the lines of communication by encouraging group discussions where employees are able to just open up and get everything off their minds and as a manager, being there as a mediator. If you give your people a little more...
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...Money Talks … to Online Opinion Leaders What Motivates Opinion Leaders To Make Social-Network Referrals? MENGZE SHI Rotman School of Management, University of Toronto mshi@rotman.utoronto.ca ANDREA C. WOJNICKI Independent marketing consultant Andrea.Wojnicki@ gmail.com This study investigated the effectiveness of intrinsic versus extrinsic motivations for consumers’ online social-network referrals, specifically across “opinion leaders” and “non–opinion leaders.” The authors utilized a unique dataset that matched a survey with an online field experiment. The empirical results indicated “money talks”—that is, online referral rates were higher when extrinsic rewards were conferred. Notably, the effect of an extrinsic reward was significantly stronger among opinion leaders. In this paper, the authors highlight the significance of reputational concerns and referral motivations in this context. Opinion leaders may have developed a reputation of intrinsically motivated referrals across their social networks, shielding them from potential loss of social capital associated with extrinsic rewards. INTRODUCTION Given the commercially and academically documented impact of social networks in the marketplace, many marketers seek to harness the power of consumer referrals or word of mouth (WOM), whether it be online through social media (Kaiser, Kröckel, and Bodendorf, 2013) or offline. In the quest to inspire consumers to talk, some marketers offer rewards (i.e., discounts or gift certificates)...
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...within organisations is a difficult task: the willingness of individuals to share and integrate their knowledge is one of the central barriers. This paper aims to develop a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing. Design/methodology/approach – The analysis builds on a three-category taxonomy of motivation, adding ‘‘hedonic’’ motivation to the traditional dichotomy of ‘‘extrinsic’’ and ‘‘intrinsic’’ motivation. It uses case studies gleaned from the literature to explore the interactive effects between the different motivators in two different types of knowledge-intensive organisations: professional bureaucracy and operating adhocracy. Findings – Within a professional bureaucracy, the social dilemma of knowledge sharing may be overcome through normative motivation, with provision of hedonic motivation through extrinsic incentives such as training and career progression. In an operating adhocracy where interdependent teamwork is vital, it may be overcome through normative alignment reinforced by intensive socialisation. Extrinsic motivators that align with hedonic motivation may also reinforce the propensity for knowledge sharing. In both organisational types, financial extrinsic incentives do not appear to be relevant on their own, and may ‘‘crowd out’’ other motivators. Research limitations/implications – The cases reported were chosen from the existing literature and, although many were not designed specifically to address...
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...MANAGEMEN THOUGHT Critical Review Attitude Towards Knowledge Sharing Behavior Lenny Martini ‐ 29006014 MSM ITB ‐ 2006 Attitude Towards Knowledge Sharing Behavior : A Critical Review 1..O Source VERVIEW OF THE PAPER Title of the Paper “ Attitude Towards Knowledge Sharing Behavior” The Journal of Computer Information Systems; Winter 2005/2006; pg.45-51 Writers • • Sai Ho Kwok – California State University, Long Beach, California Sheng Gao – The Hong Kong University of Science & Technology, Kowloon Abstract Based on the theory of reasoned action, this study is focused on an individual’s behavior of knowledge sharing with respect to information system/ information technology (IS/IT) by investigating their attitude towards knowledge sharing. Three variables, namely extrinsic motivation, absorptive capacity and channel richness, were examined as influential factors affecting people’s attitude towards knowledge sharing. A structural survey was conducted to test the relationships between attitude and the three variables. The results show that extrinsic motivation imposed no impact on an individual’s attitude towards knowledge sharing while the other two factors played a significant part. The results are consistent with the psychological theories and we showed the applicability of the theories in the case of knowledge sharing. Keywords : Knowledge sharing, attitude, extrinsic motivation, absorptive capacity, channel richness, knowledge management. Objectives...
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