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Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence ". [ 1 ]
Extrinsic motivation is based on external factors, like rewards obtained by completing an activity. The distinction between intrinsic and extrinsic motivation is based on the source or origin of the motivation. Intrinsic motivation comes from within the individual, who engages in an activity out of enjoyment, curiosity, or a sense of fulfillment.
These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. [ 4 ] [ 5 ] Herzberg often referred to hygiene factors as "KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or threat of punishment to make someone do something.
Motivation factors (level of challenge, the work itself, responsibility, recognition, advancement, intrinsic interest, autonomy, and opportunities for creativity) however, could stimulate satisfaction within the employee, provided that minimum levels of the hygiene factors were reached. For an organization to take full advantage of Herzberg's ...
Examples of extrinsic motivators include performance bonuses, incentives, recognition, promotions, or advancement opportunities. [12] [14] In summary, while both intrinsic and extrinsic motivation can influence behavior, the former is often more closely associated with sustained engagement in OCB. [15]
For example, if an individual plays the sport tennis to receive an award, that would be extrinsic motivation. VS. if the individual plays because he or she enjoys the game, which would be intrinsic motivation. [30] The most simple distinction between extrinsic and intrinsic motivation is the type of reasons or goals that lead to an action.
Theory X and Theory Y are theories of human work motivation and management. They were created by Douglas McGregor while he was working at the MIT Sloan School of Management in the 1950s, and developed further in the 1960s. [1] McGregor's work was rooted in motivation theory alongside the works of Abraham Maslow, who created the hierarchy of needs.
Motivation crowding theory is the theory from psychology and microeconomics suggesting that providing extrinsic incentives for certain kinds of behavior—such as promising monetary rewards for accomplishing some task—can sometimes undermine intrinsic motivation for performing that behavior. The result of lowered motivation, in contrast with ...