Extrinsic Versus Intrinsic Motivation and Performance-Driven Teams

Extrinsic Versus Intrinsic Motivation and Performance-Driven Teams

Perspectives about motivation have varied widely over the years. Initially, resulting from the work of psychologists such as Skinner, motivation was deemed to arise from external factors, such as rewards or punishments associated with performance of a particular activity (Lepper & Henderlong, 2000). As such, extrinsic motivation, as this type of motivation is named, arises from “pursuit of an instrumental goal” to earn the rewards or avoid the punishments that arise with respective accomplishment or non-accomplishment of such a goal (Reiss, 2012, p. 152). Subsequently, however, motivation that may not be associated with an expectation of rewards was described (see Lepper & Henderlong, 2000). This second type of motivation, intrinsic motivation, as Reiss (2012) points out, is “doing something for its own sake” (p. 152). As such, for intrinsic motivation, the reasons behind one’s performance of an activity include enjoyment and fulfillment rather than the rewards that arise from such an activity.

Differences between people who are intrinsically motivated and those extrinsically motivated may be evident in their behavior and beliefs. For intrinsically motivated people find their jobs enjoyable and will tend to work to improve aspects of the job they find unsatisfactory rather that view such aspects to be beyond their capabilities. On the contrary, extrinsically motivated people do work because they have to. As such, extrinsically motivated people are likely to find work to be dissatisfying and likely to complain always about their work, for example being dissatisfied with the amount of remuneration they receive for the work they do.

To motivate an individual who is intrinsically motivated, focus needs to be on job and personal characteristics that can enhance the individual’s enjoyment of the job. For job characteristics, aspects such as increasing autonomy, task significance, skill variety and task identity can help the individual have more leeway to enjoy his or her work (Moody & Pesut, 2006). For personal characteristics, aspects such as recognizing an individual’s achievement, giving the individual more responsibilities, and offering avenues for advancement can offer ways to enhance the individual’s intrinsic motivation (Moody & Pesut, 2006). Concerning extrinsic motivation, motivation would arise from aspects such as reasonable remuneration, job security, better working conditions, and better quality of administration and supervision (Moody & Pesut, 2006).

Performance-Driven Team

Performance-driven teams recognize the role of teams as the facilitators of success in an organization. As outlined by Pryor, Singleton, Taneja and Toombs (2009) such teams are characterized by aspects such as shared values; specific, measurable goals; commitment to team goals; knowledgeable, involved members; accepted leadership; and impeccable communication. Other features of such teams are that they have managerial support, can access resources needed to complete their tasks, and have goals and missions that are aligned to the entity’s vision (Pryor, 2009). As such, the success of performance-driven teams arises from effective member selection processes, empowerment to make decisions, clear framework and processes, and provision of conducive environment to achieve their goals.

 

 

References

Lepper, M. R., & Henderlong, J. (2000). Turning “play” into “work” and “work” into “play”: 25 Years of research on intrinsic versus extrinsic motivation. In C. Sansone & J. M. Harackiewicz (Eds.), Intrinsic and Extrinsic Motivation (pp. 257-307). San Diego, CA: Academic Press.

Moody, R. C., & Pesut, D. J. (2006). The motivation to care: Application and extension of motivation theory to professional nursing work. Journal of Health Organization and Management, 20(1), 15 – 48. Doi:10.1108/14777260610656543

Pryor, M. G., Singleton, L. P., Taneja, S., & Toombs, L. A. (2009). Teaming as a strategic and tactical tool: An analysis with recommendations. International Journal of Management, 26(2), 320-333.

Reiss, S. (2012). Intrinsic and extrinsic motivation. Teaching of Psychology, 39(2), 152-156. doi:10.1177/0098628312437704

 

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