Extrinsic motivation
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There are 3 different theories that describe reasons how employees are brought to work. Out of these different motivations the manager should lead in the style that motivates the employees the best. <ref name=" | There are 3 different theories that describe reasons how employees are brought to work. Out of these different motivations the manager should lead in the style that motivates the employees the best. <ref name=" | ||
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Revision as of 22:04, 12 February 2022
Contents |
Abstract
People perform activities out of Extrinsic Motivation, because they expect an external reward for their action. This could be a monetary bonus, the appreciation of stakeholders as well as missing out a punishment as disgracing oneself.
Following Daniel Pink Extrinsic Motivation factors as salary motivate people to a certain point after this fairly paid point is reached more salary does not give more motivation. The intrinsic motivation of people is much more crucial, because it helps longterm and to a much higher degree. However missing extrinsic motivation discourages people and should not be underestimated[1]. "Extrinsic motivation entails the Hull-Spence drives of hunger, thirst, sex, and pain/anxiety avoidance. In contrast, nonsurvival needs, or so-called ego motives such as curiosity, competence, autonomy, and play, comprise intrinsic motivation." [2].
Introduction
Subtypes of Extrinsic Motivation
Motivation models
There are 3 different theories that describe reasons how employees are brought to work. Out of these different motivations the manager should lead in the style that motivates the employees the best. [1].
Theory X
Theory Y
Theory Z
Extrinsic Motivation within Project management
Application
Limitations
Annotated Bibliography
1. Project Management Institute Inc. (PMI), A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management, Project Management Institute, Inc. (PMI), Pennsylvania, 2021.
2. Bruno S. Frey, Margit Osterloh, Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives, Springer-Verlag Berlin Heidelberg, 2002.
3. E. Deci, R. Flaste, Why We Do What We Do: The Dynamics of personal Autonomy, New York, 1996.
