Types of motivation
According to the notion of
self-determination, people have three primary desires: autonomy, competence,
and relatedness. Autonomy refers to the urge to feel in control of one's
activities and goals. Competence is the requirement to acquire proficiency in
various jobs and talents. When employees are sure they have the necessary
abilities and expertise to complete a task, they will take the initiative.
Relatedness is belonging to a group that recognises and cares for the employee.
(Li et al., 2021)
Based on the self-determination theory,
Ryan and Deci's (Ryan & Deci, 2000) theory defines three motivation types:
amotivation (insufficient drive), extrinsic motivation, and intrinsic
motivation, as well as six regulatory styles' Intrinsic motivation is the
motivation that is governed by intrinsic elements, such as personal interest,
whereas amotivation is the absence of any motivation without regulation.
Extrinsic motivation depends on extrinsic influences and is governed by four
regulatory elements: extrinsic, introjected, identifiable, and integrated.
Values and objectives must be internalised and incorporated to transition from
external to integrated regulation. These are fostered by autonomy, proficiency,
and relatedness (Cook & Artino, 2016).
Figure 1: Theory of
self-determination and motivation (Cook & Artino, 2016)
Extrinsic motivation
Extrinsic motivation refers to motivation
that arises from the employee's external environment. They might be monetary or
physical advantages that drive the worker to perform better. These may include
bonuses, salary increases, promotions, company-paid vacations, outings, etc
(Choi & Presslee, 2022). Extrinsic incentive elements may also include
intangible rewards such as praise, recognition, performance evaluation, and
induction into a hall of fame (Fischer et al., 2019). The manager and not the
employee often determine the extrinsic rewards.
Employees who are externally motivated
perform their duties to get a reward. In this sense, individuals work well not
out of a desire to assist the business or for job pleasure but to get some cash
recompense. Occasionally, extrinsic motivating elements might have a negative
impact on an employee's inventiveness (Cooper & Jayatilaka, 2006). It is
often believed that employees in lower-level jobs of a corporation perform
better when supplied with extrinsic motivators such as a higher income and
incentives (Turner, 2017).
Intrinsic motivation
Extrinsic motivation is based on
materialistic factors, whereas intrinsic motivation is based on psychological
factors (Ali et al., 2022). Intrinsic motivation is associated with personal
fulfilment and the desire to do well at one's profession (di Domenico &
Ryan, 2017). According to experts, intrinsic motivation is more effective than
extrinsic motivation since the drive from within the individual causes them to
appreciate their work (Abels et al., 2016).
Diverse sources of intrinsic motivation
exist. They may include a desire to satisfy superiors, stand out among peers,
improve a specific talent, etc. (Manzoor et al., 2021). Intrinsically motivated
employees try to improve themselves, leading to excellent performance and efficiency.
Therefore, intrinsic incentives are
psychological and generate favourable emotional responses to work while
encouraging beneficial behavioural changes among employees (Manzoor et al.,
2021).
Other types of motivation
Other motivation classifications exist
besides extrinsic and intrinsic motivation (Jain et al., 2019).
ü
Positive motivation
Positive motivation pushes the employee
to perform more challenges to get monetary or non-monetary positive incentives.
ü
Negative motivation
Negative motivation instils in the
employee a sense of dread that they will be punished if they do poorly.
Negative motivation is discouraged in the workplace since it is detrimental to
the employees' mental health and the organisation's long-term success.
ü
Reward-based/ Incentive motivation
This is a positive motivation in which
the employee aspires to work hard to receive a reward that is often of a
materialistic character. This type of incentive is extrinsic.
ü
Fear-based motivation
Although fear-based motivation is not
recommended, it instils a sense of duty and responsibility in the employee.
Fear of failing bosses and coworkers may sometimes serve as a motivator for
employees. Externally taught extrinsic motivation is fear-based motivation.
ü
Power-based motivation
Power-based motivation is an extrinsic
style of motivation that is most appropriate for those driven to perform better
when they have greater power. For instance, the commitment to lead subordinates
and team members motivate a team leader to improve their performance. The urge
to exercise control over others is also an example of power-based motivation.
ü
Achievement-based motivation
Achievement-based motivation is most
effective for individuals that desire to make their presence known inside the
firm by attaining titles and higher positions. Achievement-based motivation is
intrinsic since it originates from inside the individual.
ü
Competence motivation
This internal motivation is formed by the
desire to improve one's competence and expertise, resulting in a feeling of
fulfilment.
ü
Attitude motivation
Attitude motivation is a sort of
intrinsic motivation that is driven by the desire to accomplish something good
or perform better. This can be a sensation within a person that compels them to
correct something when they observe a flaw or defect or to assist another
person in need. Employees' attitudes and motivations rely on their culture,
education, and personality.
ü
Affiliate motivation
Affiliate motivation is an intrinsic
motivation technique based on the employee's desire to belong to and be
accepted by a group. This desire motivates people to improve their performance
and get the respect of their peers.
References
Abels, E., Howarth, L., & Smith, L. (2016).
Envisioning Our Information Future and How to Educate for It. Journal
of Education for Library and Information Science Online, 57(2),
84–93. https://doi.org/10.12783/issn.2328-2967/57/2/1
Ali, A., Abbas, S. F., Khattak, M. S., Arfeen, M. I.,
Ishaque Chaudhary, M. A., & Yousaf, L. (2022). Mediating role of employees'
intrinsic motivation and psychological safety in the relationship between
abusive supervision and innovative behaviour: An empirical test in IT sector of
Pakistan. Cogent Business & Management, 9(1).
https://doi.org/10.1080/23311975.2022.2039087
Choi, J. (Willie), & Presslee, A. (2022). When
and why tangible rewards can motivate greater effort than cash rewards: An
analysis of four attribute differences. Accounting, Organisations and
Society, 101389. https://doi.org/10.1016/j.aos.2022.101389
Cook, D. A., & Artino, A. R. (2016). Motivation
to learn: an overview of contemporary theories. Medical Education, 50(10),
997–1014. https://doi.org/10.1111/medu.13074
Cooper, R. B., & Jayatilaka, B. (2006). Group Creativity:
The Effects of Extrinsic, Intrinsic, and Obligation Motivations. Creativity
Research Journal, 18(2), 153–172.
https://doi.org/10.1207/s15326934crj1802_3
Fischer, C., Malycha, C. P., & Schafmann, E.
(2019). The Influence of Intrinsic Motivation and Synergistic Extrinsic
Motivators on Creativity and Innovation. Frontiers in Psychology, 10.
https://doi.org/10.3389/fpsyg.2019.00137
Jain, A., Gupta, B., & Bindal, M. (2019). A Study
of Employee Motivation in Organization. International Journal of Engineering
and Management Research, 09(06), 65–68.
https://doi.org/10.31033/ijemr.9.6.11
Li, Z., Yang, Y., Zhang, X., & Lyu, Z. (2021).
Impact of Future Work Self on Employee Workplace Wellbeing: A
Self-Determination Perspective. Frontiers in Psychology, 12.
https://doi.org/10.3389/fpsyg.2021.656874
Ryan, R. M., & Deci, E. L. (2000). Intrinsic and
Extrinsic Motivations: Classic Definitions and New Directions. Contemporary
Educational Psychology, 25(1), 54–67.
https://doi.org/10.1006/ceps.1999.1020
Turner, A. (2017). How does intrinsic and extrinsic
motivation drive performance culture in organisations? Cogent Education, 4(1),
1337543. https://doi.org/10.1080/2331186X.2017.1337543
According to Sell and Bryan (2011) future performance of businesses by taking working environment more seriously within their organizations to increase the motivation and commitment level of their employees. This way their work force can achieve better results. It also ensures that the employees of the organization will have the ease of working in a relaxed and free environment without burden or pressure that would cause their performance to decline.
ReplyDeleteAccording to Juneja (2015), the heart of equity theory is the notion of equilibrium or equity. According to this theory of motivation, an individual's degree of motivation is proportional to his view of equality, fairness, and justice in management practices. The amount of motivation is proportional to an individual's view of fairness. When assessing fairness, the employee compares the input (in terms of contribution) to the output (in terms of remuneration) and the same to another peer of the same cadre/category. The output-input ratio (D/I ratio) is utilised to conduct this comparison (Juneja, 2015).
DeleteA good blog article Tharindu. According to Sale (2015), the interesting thing is motivations are in a different combination and order for each individual. Therefore, the organization in particularly direct managers need to identify them and take necessary actions to fulfil them.
ReplyDeleteAccording to Herzberg, some employment variables lead to job satisfaction, while others prevent unhappiness. According to Herzberg, "No satisfaction" is the opposite of "Satisfaction," and "No dissatisfaction" is the opposite of "Satisfaction" (Juneja, 2015). Consequently, the study highlights income and administrative procedures as motivators and hygienic factors.
DeleteAgreed your content Tharindu,Furthermore, extrinsic motivation “ which refers to doing something because it leads to a separable
ReplyDeleteoutcome .We call an employee is extrinsically motivated .If the employee tend to work hard for the reason that he or she getting a reward when he or she achieve the anticipated outcomes(Ryan and Deci ,2000 ,p55)
I agree with your viewpoint. According to Turner, everyone is attracted to some incentive, whether intrinsic, extrinsic or a combination of the two (2017). It may be observed in the personal and professional life of a person. Consequently, organisations are attempting to determine if activities that cater to extrinsic motivation are necessary for sustaining the productivity and efficiency of their staff. Before implementing these programmes, which may incur substantial costs, it is essential to ascertain whether there is a genuine need for extrinsic rewards in the workplace (Turner, 2017).
DeleteHi Tharindu, You have lined up the points very well.
ReplyDeleteMotivation can be classified as intrinsic and extrinsic motivation. Intrinsic or internal motivation and extrinsic or external motivation. The two motivation differs in the source of pressure or pleasure that boost each of them. Amabile (1993) elaborates further, by saying the followings:
Individuals are intrinsically motivated when they seek enjoyment, interest, satisfaction of curiosity, self-expression, or personal challenge in the work.
Individuals are extrinsically motivated when they engage in the work in order to obtain some goal that is apart from the work itself (Amabile 1993, 185-201).
Motivating employee performance through work is more successful than trying to motivate it through rewards (Muduli & Trivedi, 2020). An important part of improving employee motivation and performance is clear, attainable goals. Informing your employees of goals you have set for your small business improves focus and team cohesion (Lievens & Chapman, 2019).
ReplyDelete