Let's acknowledge that many training courses on motivation often misuse the term "intrinsic motivation" when referring to autonomous motivation. It is common for trainers who lack a solid understanding of the fundamentals to teach this subject.
However, let's examine intrinsic motivation within the context of paid activities.
Deci and Ryan conducted research demonstrating that extrinsic rewards diminish intrinsic motivation.
As early as 1970, Titmuss argued in his book "The Gift Relationship" that paying "donors" for blood destroys the social values of blood donation and reduces or eliminates their willingness to contribute.1
Dan Ariely, a psychology and behavioral economics professor, has also demonstrated the detrimental effects of financial incentives on performance.2
So, how can we reconcile the two extremes: working for pleasure versus working for pay, intrinsic motivation versus extrinsic motivation? How can we reconcile the concept of Flow with the constraints of corporate work?
As I defined in the first part of this book, work is an activity bound by constraints. Intrinsic motivation, on the other hand, is the exact opposite.
Suppose an individual derives genuine pleasure from their work without being concerned about the quality of the outcome or the time it takes. In that case, I find it challenging to advocate for such an approach to performance within the context of paid work.
I use a slightly different classification than the one proposed above, where I separate intrinsic motivation from extrinsic motivation:
- Intrinsic motivation
- Internally regulated extrinsic motivation, which includes:
- Extrinsically regulated motivation
- Extrinsic motivation with identified regulation
- Extrinsically regulated motivation, which includes:
- Extrinsically regulated motivation
- Externally regulated extrinsic motivation.
This classification allows me to better illustrate the levels of employee engagement in a professional setting.
Now, let's discuss work: with or without intrinsic motivation?
- With intrinsic motivation!
Yes, it's important. Not essential, but important.
However, it should not be a mandatory corporate objective. It should not be another demand placed on employees. The pursuit of happiness at all costs! Intrinsic motivation is a must! ...
Intrinsic motivation is the responsibility of the employee. The worker chooses, within the boundaries of market availability, a job that suits them and allows them to fulfill their potential.
Moreover, because the job market cannot meet the aspirations of all workers, a significant portion of them are content with their jobs solely as a means of income, driven by financial necessity. Furthermore, the constraints imposed by this market can sometimes lead to pleasant surprises for those who explore areas they have never considered before. They may discover pleasure and motivation in activities far from their initial ambitions.
In response, companies can offer internal mobility opportunities.
The relationship between this motivational framework and mobility remains largely unexplored. However, given the increasing importance placed on finding meaning in work, it is worth considering whether executives, when deciding to pursue mobility, are now taking their intrinsic motivations into account in a decisive manner and whether they also expect the organization to consider their intrinsic motivations more extensively.3
- 1
Larré Françoise, Plassard Jean-Michel, « Chapitre III. La fragilité de la relation entre incitation, effort et performance », dans : , L’Enseignant : réalités économiques et enjeux professionnels. sous la direction de Larré Françoise, Plassard Jean-Michel. Paris, L'Harmattan, « L’esprit économique », 2012, p. 161-192. URL : https://www.cairn.info/---page-161.htm
- 2
Dan Ariely: Bonuses don't motivate employees https://youtu.be/oeF-mYrCw_M
- 3
Janand Anne, Voynnet Fourboul Catherine, « Mobilité interne : ce sera avec les motivations intrinsèques ! À la recherche de sens, choix, compétence et progrès », @GRH, 2015/1 (n° 14), p. 11-45. DOI : 10.3917/grh.151.0011. URL : https://www.cairn.info/revue-agrh1-2015-1-page-11.htm