INTRINSIC MOTIVATION
Introduction
Companies
are beginning to realize that which psychologists have been researching for
years. Motivation must come from within. External
motivation does not last. For a
business to succeed in today’s competitive global market place, it must have
employees that perform at the top of their ability.
This top performance can only be achieved when they are driven by
enjoyment for the work itself. Having
employees that are intrinsically motivated is what will take a successful
business into the future, and smart managers will do everything in their power
to promote this.
Why is intrinsic motivation important?
Motivation
is the key that gets people to do what they do. There are two main forms of motivation, intrinsic motivation
and extrinsic motivation. Intrinsic
motivation is to take part in something primarily for its own sake, for the
enjoyment it provides, the learning it permits and the satisfaction it brings.
This type of motivation originates entirely from within oneself.
A natural connection is apparent between you and the reason you do
something. Extrinsic motivation is
when a task is done for external reasons such as money, recognition, avoiding
punishment, earning a grade or possibly competition. Extrinsic motivation usually originates from without, from
someone offering something as a reward. Intrinsic motivation tends to be more
powerful and is more likely to lead to personal success.
Intrinsic forms of motivation are also far more beneficial to a business.
The
problem is, most people, especially in business, tend to focus only on the
extrinsic forms of motivation. Doing
this is like giving a child candy for doing their homework. The child learns
that s/he should do the homework for the reward and not for the learning and
pleasure that comes from doing the work. Motivation techniques based on external
rewards are short-term fixes and can lead to employee resentment; the employee
may begin to feel manipulated and feel as if they are being lead around by a
leash (Nelson 1994). In
contrast, if a company creates an environment that promotes enjoyment in the
work that is being done, then the employee will be motivated to do the job
because they enjoy it for themselves. In
this situation, when the pay increase comes, it is a reinforcement of the high
level of work being done and not a prize.
A
term “flow state” is the epitome of doing something for it’s own sake, or
intrinsically. Flow is a state of
consciousness, a state of concentration so focused that it amounts to absolute
absorption in an activity. People
in this state typically feel strong, alert, in effortless control,
unselfconscious, and at the peak of their abilities (Csikszentmihalyi 1990).
The closer to this state an employee gets, the better. The employee stops watching the clock, forgets where
they’re at, and slips into high gear. This
kind of absorption in work or activity can not come from an external source,
such as pay increases. Organizations are quickly beginning to recognize the need
for intrinsically motivated employees. Companies
are moving away from, “command and control” and are evolving into, “advise
and consent” as a way of motivating (Heller 1998). Intrinsically motivated
people tend to be more productive, more receptive, happier and healthier.
Richard deCharms (1968) made a distinction of the effects of motivations
when he explained, “extrinsically motivated persons often feel like pawns of
authority or proffered rewards, but intrinsically motivated persons feel like
origins who behave out of freedom and self investment” (Amabile, Hill,
Hennessey, & Tighe 1994). The
person that is intrinsically a distinction of the effects of motivations when he
explained, “extrinsically motivated persons often feel like pawns of authority
or proffered rewards, but intrinsically motivated persons feel like origins who
behave out of freedom and self investment” (Amabile, Hill, Hennessey, &
Tighe 1994). The person that is
intrinsically motivated enjoys going to work each day, not because they are
getting paid, but because they enjoy the work they do.
This internal happiness or enjoyment is what brings about the benefits to
the business one works for. Productivity
goes up because the employee wants to do a good job. Illness and absenteeism decrease because there is less stress
in doing something that brings pleasure or fulfillment in and of itself.
It is beneficial for businesses to hire intrinsically motivated employees, as well as create an environment that continually promotes this type of motivation. Self-motivated employees are more likely to arrive at work early to get a head start, and stay late to finish a job. People will be most creative when they feel motivated primarily by the interest, enjoyment, satisfaction, and challenge of the work itself--when they are driven by a deep involvement in their work and a passion for it (Amabile et al 1994). In addition, these employees will need less direction from managers. The result is a group of employees that are internally motivated compounds who will influence other employees by the way they work with others. The more internally motivated employees a business has, the more productive they will all be. It creates a snowball effect. The opposite is also true. When workers are unhappy, the feelings spread to other employees.
The following motivations
are likely to be intrinsic (Kushel, 1994):
·
Enjoyment of the work itself for its own
sake
·
Desire to have a "piece of the
action," such as sharing visions, missions, leadership, authority, and
responsibility
·
Pride in performing excellently
·
Need to prove some secret point to oneself
·
Achievement of a deep-seated value (such as
helping another person)
·
Having a deep and abiding belief in the
importance of the work one is doing
·
The excitement and pleasure of a challenge
·
Desire to exceed one’s previous level of
job performance (being self-competitive).
Guidelines to enhance job satisfaction
Companies
are continually searching for new ways to motivate their employees.
The problem has been how to get them motivated without using money or
other benefits as leverage. Irene
Stemler, president of the Chicago-based firm Creating Spirit states,
“Improving the current position will require an adjustment of attitude and
expectations” (Reed-Woodard, 2000). The
adjustment of an expectation of challenges may in fact be the act that brings
about the restructuring of an employee’s position, despite many believing that
it is brought about through promotion or pay incentives.
Stemler also advises that employees ask themselves, “’What can I do
to make this job better?’”(Reed-Woodard, 2000).
Five steps have been offered as guidelines for employees, to help regain
self-motivation in the workplace.
First, employees should make their office or work
station a “home away from home” (Reed-Woodard,
2000). Personalize the workspace
with photos, poems and some favorite items.
This eases the stress of being at work by reminding them of things they
enjoy and love. In addition, the
work environment within which people work relates significantly to the
creativity of the work the worker produces. (Amabile, 1997)
Second, generate some
excitement. Becoming intrinsically
motivated to perform a task will come by concentrating on choosing duties that
are in areas that give a sense of satisfaction.
“The employee has to take responsibility to create what it is that’s
desired,” says Stemler (Reed-Woodard). It
is important for employees to continue to look for ways to have fun while
working. Areas within their job
description that capture an interest can lead to new projects and duties that
are enjoyable.
Third, know the purpose
and pursue it. Look back at how the
position was obtained. Was the
position an answer to financial satisfaction or internal satisfaction?
Taking on a job for the enjoyment of it will prove to be a job worth
pursuing day after day. Arthur
Schawlow, winner of the Nobel Prize in 1981 once said, “The labor of love
aspect is important. The most
successful scientists often are not the most talented, but they are the ones who
are impelled by curiosity” (Amabile, 1997). Look to see how the position impacts the company.
Set goals along the way, and look to fulfill at least some of the goals
and aspirations to improve the outcome of the work.
Fourth, take the responsibility to personalize work
with a certain signature of quality. Perform
the task at hand as though you are in business for yourself.
Instead of looking inward as merely another employee, view the job as
your job, rather than just another job that has to be done.
Enjoy a sense of ownership in taking on the position, as well as making
suggestions that pertain to your job and expertise.
Finally, keep an open mind.
Do not view the current position as the only position or opportunity for
excitement or growth. Constantly
gain new skills and experience new duties by taking advantage of training the
company offers. Continue education
and volunteer time for advancement in areas of interest and pursue that which
gives a sense of accomplishment and job satisfaction.
These steps can contribute to becoming
intrinsically motivated to go to work each day.
Work does not have to be a burden or chore.
It has the potential of enriching one’s life.
As for business, a key reward of intrinsic motivation is a happy, healthy
and productive team. Brockner,
Grover, Reed and DeWitt (1992) found that intrinsic interest or enjoyment in a
job had a significant main effect on work effort (Jalajas 331).
An employee will be proud of the work accomplished if they enjoyed
putting the effort into the work.
Few
management concepts are as solidly founded as the idea that positive and
rewarding workplaces work. In fact,
in today’s business culture, rewards, recognition and an enjoyable workplace
have become extremely important for many reasons.
First,
managers have fewer ways to influence employees and shape their behavior (Nelson
1994). Although motivation is
nothing more than a “motive for action” motivating others is a very
challenging task (http:\\proquest.umi.com 1998).
Therefore, motivating employees intrinsically is a great task for
managers.
Secondly,
the demographics have changed greatly over the past few years.
A new populace of employees now has a different view on values and seems
to expect that their work will be purposeful and motivating (Nelson 1994).
Ann Bruce, author of Motivating Employees, wrote that she believes to
make a successful company last, you need to “hire for attitude and train for
skill”(http:\\ehostvgw10.epnet.com 1999).
She added that praise and recognition is the main motivator for
employees.
Lastly,
rewards, recognition, and a fun workplace are lost cost ways of encouraging
employees. Being praised and being
able to laugh with your co-workers brings a natural sense of motivation to
employees (http:\\proquest.umi.com 1998). The more that is expected of someone,
the more they will give, so long as they are supported.
Work environment effects attitude
In
a continued search for ways to motivate their employees, numerous companies have
found that making a fun and flexible workplaces has increased their employee’s
motivation. Through years of continual research, it has been proven that “a
person’s social environment can have a significant effect on that person’s
intrinsic motivation at any point in time” (Amabile, 1997).
Different companies use different tactics to motivate their workers.
For example, Jeff Moore, who established Key Resources, wrote that he
does not have any problem motivating his employees. He agrees with Ann Bruce
that better hiring is the correct place to start when dealing with employees.
When Jeff goes through the hiring process, one step of the interview is to put
the employee into a quiet room with a pen and paper. The employee is then asked
to write down what they want to do and achieve, from personal to professional
goals. Jeff feels that he will be
able to hire more motivated people right from the start when he is aware of
their goal (http:\\proquest.umi.com, 1999).
Many
other companies believe in tying employee goals to company goals.
Being able to trust and show integrity in action helps tremendously in
reaching a common goal. Inspiring self-motivated employees further by trusting
them to work on their own initiatives while encouraging them to take
responsibility for the entire task can help an employee become more motivated.
Paul Sims, President of Advanced Leadership wrote that the employee needs
to match not only the job, but also the culture of the organization. They need
to be able to build camaraderie between one another.
Sims wrote, “If employees don’t trust you, then you can’t lead,
motivate, or get productivity out of your employees.” (http://proquest.umi.com,
1999).
Another
way of boosting employee morale and motivation is to reward them with
creativity. Some examples include,
a day off to do charitable work, free days off around the holidays and most
importantly, uplifting the work very seriously.
Leslie Yerkes, author of 301 Ways to Have Fun at Work, wrote that there
is a direct link between fun at work, and employee creativity, productivity,
morale, satisfaction, and retention. She
feels that employees that are having fun while working are unquestionably more
motivated and more successful in their situations and draw people closer
together. In addition, laughter
releases tension amongst the workplace. If you are able to laugh at the mistakes and blow them off
quickly, then you are able to produce quality work much faster. Employees would
be much more motivated with uplifted spirits each day.
The average full time employee spends more time with co-workers than with
their own family (http://ehostvgw15.epnet.com 1997). Therefore, taken into
account all the time that is spent in the workplace, building a good, motivating
relationship among co-workers is essential.
In
addition, many companies can also help their employees with employee assistance
programs. In several cases when
companies surveyed their employees they found that instead of merit increases,
employees were more interested in implementing these programs.
Some programs that assist employees are childcare, elder care, flexible
hours and schedules, flexible benefit packages, and educational reimbursement.
Many of these programs have been proven to increase the morale and
successfulness of many companies. Employees
that are relieved of certain burdens are much more motivated and concentrated on
their work. When employers give the
opportunity for such programs employees are more willing to be committed to
their job.
Intrinsic,
or internal motivation, is what enables a person to perform at their best,
whether at work or at play. People
spend a very large portion of their life at work. It is imperative that companies realize that in order for an
employee to do their best day in and day out, the business must do something to
keep the work enjoyable for the employees.
If they do not, performance simply trails off, as current reward systems
lose their effect.
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