Extrinsic motivatoin: How to balance motivation?

Revision as of 13:08, 24 February 2022

Abstract

Motivation is an important tool, when managing projects, teams, and companies. Since motivation is intangible and rather complex, the direct effects of different motivational behaviour is difficult to derive. Motivation can be categorized in intrinsic and extrinsic motivation. Intrinsic motivation relates to satisfying a personal need, where an individual acts out of personal reasons, which can be enjoyment for example. Extrinsic motivation on the other hand is rooted in behaviour, that is enabled by external sources, such as pressure or reward.

The outcome of both types of motivations differs quite a lot depending on the environment. In general, intrinsic motivation is to be seen as the more successful one in the long run. Whereas extrinsic motivation is limited applicable and can have negative side effects, when it is used in the wrong way. Still both types of motivation need to be combined to derive the best results. ^[1].

Promoting motivational behaviour to a certain amount result in a particular outcome. The challenge lies in achieving a sustainable positive outcome with the possibly best mix of motivation. The goal for this article is to analyse the topic of extrinsic motivation, to derive how to enforce and use extrinsic motivation on the managerial level to achieve a good outcome. ^[2].

Background

Extrinsic motivation is a theory or tool on how to motivate people with external resources. This can be… In this context special focus will be put on how to motivate employees to deliver good sustainable work. Extrinsic motivation is a performance-related pay, which is executed by many companies. Since, a trend arises, of individual shaped rewards, this theory finds again more recent importance. People following extrinisc motivation can be roughly decategorized in either people who look to improve their status and people who seek to maximize the salary. Also, intrinsic behaviour has to be explained to differentiate both from each other.

The room of application for extrinsic motivation is more clearly, when dealing with a target, that can be easily defined and measured. In case of an intangible result, intrinsic motivation is a better approach. "Management by motivation means selecting the most appropriate combination of intrinsic and extrinsic motivation.” . ^[3]. Currently the theory does not find so much application. Very few recent sources deal with this topic. Actually, it seems a little outdated to research about, or it might be due to difficulties to catch the effect of motivational changes. These changes have led to a different weighting of the motivation tools. For example, employees put more importance to identify their personal interests with the company culture and vision, instead of being motivated by monetary arguments. A clear identification with the job and the company is an important key factor and working moral becomes more important. ^[4]

Since in the past decades things changed on how they are done in a company on the management level, there is a need to examine the source of motivation in a more recent approach. A more holistic approach, including aspects such as psychology or economics should be taken, to catch the whole potential of motivation and capture everything, that influences it. The development of the world market, identified by globalisation and changing in employee behaviour, also due to current global pandemic has led to many changes in the environment in which people want to work. (Bruno S. Frey· Margit Osterloh (Editors) Successful Management by Motivation Balancing Intrinsic and Extrinsic Incentives 2002) Another side effect of globalisation and digitalisation is the importance of data and knowledge. Both can be collected more easily and must be shared in a company internally to be of best use. As a result, a trust-based approach for a company culture is more important. The employees should be motivated on their own to exchange knowledge internally and not due to extrinsic reasons. It is undeniable, that the right motivation is leading to great success of a company. Highly motivated employees achieve better results.

Several sources state the coexistence of extrinsic and intrinsic motivation to be direct compromise between those two. Both sorts of motivation need to be followed in order to meet goals the best. Extrinsic motivation is almost always a tool to fulfil another preceding need. From the salary, that you get at the end of the month, you will most likely invest a great amount, to fulfil another need. Therefore, extrinsic motivation comes from the need to satisfy indirectly another need, that is not related to work or the task that an employee is dealing with. As a result, the preceding effect becomes less important since the value is put on fulfilling another need. ^[5].

Field of application

Different fields for application is shown and in which frame to use the gained insights. On the managerial perspective, the theory of motivation can be described as a tool. The challenge of using the tool motivation is to find the fitting mix of extrinsic and intrinsic motivation for the current scenario. In the next step it is upon the employees, to be motivated and to maintain this motivation and share it with towards colleagues. When applying only extrinsic incentives, in any form of monetary motivation related to a performance of an employee, this can have negative effects on some people. For instance, if a person would have done the task anyway, and gets monetary driven motivation, then the intrinsic motivation can be undermined by this action. This is described as the “crowding-out effect”, which gets explained and used by several sources. The reason for this is, that the feeling of being in charge of your own motivation is strongly reduced, when suddenly another person marks all your actions, as performance related actions. As a side effect, the moral and feeling of determining one-self is suffering. One of the few upsides is, that extrinsic behaviour can, in comparison to intrinsic behaviour, be more easily forced onto someone.

Extrinsic motivation will form the way employees work. The goals are always quantifiable, so non-tangible effects are more likely to be neglected. Further, control will be another upcoming problem, since extrinsic motivation has a clearly defined result, that has to be controlled in the end. As mentioned before intangible resources such as knowledge are less likely to be shared by employees who follow an extrinsic motivation approach. Resources are therefore not shared equally, and the overall productivity suffers. As a preceding step, HR should consider when recruiting new employees. Which type of employee would fit in that position, is the position high in demand for extrinsic or intrinsic motivation and is the person fitting in that mixture of motivation. ^[6].

The question for each manager must be to find out, weather their employees are more motivated by salaries (extrinsic motivation) or if the employees react better to internal factors, which can be identification with common vision and values (intrinsic motivation)? As a next step, a mixture of both has to be aligned in the motivation strategy, where the right proportion of participation, demands and individual-working has to be found and added. In the end, if companies want to use a correct extrinsic motivation approach, then the company must evaluate, if the obstacles, arising from undermining intrinsic motivation is worth it in comparison to the positive effect of the sanctions. ^[7].

Challenges of study

How was the study limited in it´s execution, how are the results limited to use. The theory is limited because it cannot be applied to every individual. Some people are not extrinsic driven. Extrinsic motivation reaches limitation for tasks, for which the objective cannot be precisely specified in the end. These unclear problems require creative solutions, that will less likely flourish when an extrinsic motivation is used. Another risk is, that when the performance deviates from the monetary equivalent. In this case it can not be assured, that the situation will be abused and the higher payment will be taken, without adequate actions to follow. Extrinsic motivation and its strict connection to tangible results is limited by large projects, where a team has an achievement. Afterwards, it is not possible to distinguish which member is responsible for which respective result. The individual contributions can not be assigned.

When coping activities and tasks, that demand creative thinking, then extrinsic motivations is strongly limited. It slows down the learning process and due to wrong motivation creative thinking is not enabled. The work is simply too result oriented. When using a only extrinsic motivation intense approach, this can lead to less innovation and individual development. ^[8].

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

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. ↑ 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)
4. ↑ T. Biemann, 2020. Motivation und Mitarbeiterleistung: PQ State of the Art. Haufe
5. ↑ 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)
6. ↑ 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)
7. ↑ 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)
8. ↑ 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)