Extrinsic motivatoin: How to balance motivation?

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==Abstract==
 
==Abstract==
As a rather complex topic, that occurs in every area of business management the motivation is an important topic to deal with, when managing projects, teams and companies.  
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As a rather complex topic, that occurs in every area of business management the motivation is an important topic to deal with, when managing projects, teams, and companies.  
  
The results can be seen immediately, but motivation has to be observed as an individual unit, that can be combined with several other strategies and theories.   
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Motivation can be categorized in intrinsic and extrinsic. Motivation can be achieved by either intrinsic motivation, which are rooted in satisfying a basic and instinct need, such as hunger, shelter etc. and extrinsic motivation, which is related to punishment.
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The outcome of both types of motivations differs quite a lot depending on the environment. In general, intrinsic motivation is be seen as the more successful one in a long term. Also extrinsic motivation is limited applicable and can even have a negative effect.
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A certain amount of motivational behaviour results in a particular outcome. The challenge lies in achieving a sustainable positive outcome with the existing possibilities. The goal for this article is to analyse the topic, to give a general guideline on how to enforce and use which type of motivation.
 +
The result of changes in the management style has can be seen immediately, but motivation must be observed as an individual unit, yet it can be aligned with management styles.   
  
Motivation can be achieved by either intrinsic motivation, which are rooted in satisfying our basic and instinct needs, such as food, shelter etc. and extrinsic motivation, which is related to punishment.
 
  
  

Revision as of 20:40, 13 February 2022

Abstract

As a rather complex topic, that occurs in every area of business management the motivation is an important topic to deal with, when managing projects, teams, and companies.

Motivation can be categorized in intrinsic and extrinsic. Motivation can be achieved by either intrinsic motivation, which are rooted in satisfying a basic and instinct need, such as hunger, shelter etc. and extrinsic motivation, which is related to punishment. The outcome of both types of motivations differs quite a lot depending on the environment. In general, intrinsic motivation is be seen as the more successful one in a long term. Also extrinsic motivation is limited applicable and can even have a negative effect.

A certain amount of motivational behaviour results in a particular outcome. The challenge lies in achieving a sustainable positive outcome with the existing possibilities. The goal for this article is to analyse the topic, to give a general guideline on how to enforce and use which type of motivation. The result of changes in the management style has can be seen immediately, but motivation must be observed as an individual unit, yet it can be aligned with management styles.


Contents


Background

Categorization

The history of different existing models and theories for motivation in management will be introduced here.


Field of application

Different fields for application is shown and in which frame to use the gained insights.

Challenges of study

How was the study limited in it´s execution, how are the results limited to use.

Annotated bibliography

1. Sansone, C. and Tang, Y., 2021. Intrinsic and extrinsic motivation and self-determination theory. Motivation Science, 7(2)

2. Narasimhan, K., 2002. Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives20022Edited by Bruno S. Frey and Margit Osterloh. Successful Management by Motivation: Balancing Intrinsic and Extrinsic Incentives. Springer‐Verlag, 2002. 299 pp., ISBN: ISBN 3‐540‐42401‐6 £33.00 (hardback). The TQM Magazine, 14(2).

3. Kuvaas, B., Buch, R., Weibel, A., Dysvik, A. and Nerstad, C., 2017. Do intrinsic and extrinsic motivation relate differently to employee outcomes?. Journal of Economic Psychology, 61, pp.244-258.

References

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