Extrinsic motivation
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| − | 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. | + | 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 for example. In contrast there is the intrinsic motivation, that people perform activities out of fun, competence and curiosity. |
| − | + | Studies show, that intrinsic motivation helps keeping people engaged longterm and to a higher degree then extrinsic motivation. However missing extrinsic motivation discourages people and should therefore be closely monitored in project management. <ref name=" | |
| − | A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)">Project Management Institute, Inc. (PMI),(2021), Pennsylvania, "A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)". </ref>. | + | A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)">Project Management Institute, Inc. (PMI),(2021), Pennsylvania, "A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)". </ref>. In order to keep employees most motivated it is important to give extrinsic motivation in a positiv way. Also extrinsic motivation should be carefully used as it may lead to a crowding out effect, lowering the overall motivation of the employee. |
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| − | + | Extrinsic Motivation has four major subtypes that go from external to internal and are continuous. | |
| − | + | In psychology extrinsic motivation is explained as the driver to lessen thirst, hunger, pain/anxiety and sex. Following Intrinsic motivation are all nonsurvival needs, ego motives. | |
<ref name="Intrinsic and Extrinsic Motivation">Reiss, S. (2012), Teaching of Psychology, 39(2), pp. 152–156. doi: 10.1177/0098628312437704. </ref>. | <ref name="Intrinsic and Extrinsic Motivation">Reiss, S. (2012), Teaching of Psychology, 39(2), pp. 152–156. doi: 10.1177/0098628312437704. </ref>. | ||
Revision as of 22:34, 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 for example. In contrast there is the intrinsic motivation, that people perform activities out of fun, competence and curiosity.
Studies show, that intrinsic motivation helps keeping people engaged longterm and to a higher degree then extrinsic motivation. However missing extrinsic motivation discourages people and should therefore be closely monitored in project management. [1]. In order to keep employees most motivated it is important to give extrinsic motivation in a positiv way. Also extrinsic motivation should be carefully used as it may lead to a crowding out effect, lowering the overall motivation of the employee.
Extrinsic Motivation has four major subtypes that go from external to internal and are continuous. In psychology extrinsic motivation is explained as the driver to lessen thirst, hunger, pain/anxiety and sex. Following Intrinsic motivation are all nonsurvival needs, ego motives. [2].
Introduction
Subtypes of Extrinsic Motivation
Extrinsic Motivation has four major subtypes. These are continuous and have aspects in between. The first type "external regulation" is close to amotivation. The last one "integrated regulation" is close to intrinsic motivation then. [3]
External Regulation
Introjected Regulation
Identified Regulation
Integrated Regulation
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.
References
- ↑ 1.0 1.1 Project Management Institute, Inc. (PMI),(2021), Pennsylvania, "A Guide to the Project Management Body of Knowledge (PMBOK ® Guide)".
- ↑ Reiss, S. (2012), Teaching of Psychology, 39(2), pp. 152–156. doi: 10.1177/0098628312437704.
- ↑ Richard M. Ryan, Edward L. Deci, , Contemporary Educational Psychology, Volume 61, 2020, 101860, ISSN 0361-476X, https://doi.org/10.1016/j.cedpsych.2020.101860. (https://www.sciencedirect.com/science/article/pii/S0361476X20300254)
