Introduction
Currently, the workplace plays a crucial role in boosting an institution’s economic output. Thus, this is mainly due to individual employees’ effectiveness, for whom their net contributions amount up to the required type of growth that an organization desires. The nature of the two types of motivation (intrinsic and extrinsic) that the company’s worker earns from their jobs is essential to their competitiveness. Intriguingly, a study by Schunk (2020) established that intrinsic inspiration is much more beneficial in the long run. As per the research, this type of inspiration is self-supporting and contagious in that personnel are expected to learn the importance of self-motivation. In this case, the business will benefit significantly in the end (Kuvaas et al., 2017). In that context, this handout aims to create an inherent motivational system for workers, accompanied by a strategy for enforcement. It will also attempt to show why intrinsic motivation is successful over time and why first-line supervisors should implement the system.
Intrinsic and Extrinsic Motivation
Individuals act the way they do base on a complex structure that encompasses both the entity’s inner self and external factors. Remarkably, the findings showed that intrinsic motivation occurs when a person completes a task merely for the pleasure of doing so (Schunk, 2020). Personal satisfaction is achieved as a result of such encouragement. On the other hand, extrinsic motivation involves when someone is only inclined to do something if they are promised a reward. Thus, this means that a person’s inspiration to finish a task is linked to the likelihood of receiving something in exchange. Employees who set their respective specific goals and work upon realizing them are a great example of intrinsic drive in the place of work. The metal furniture manufacturing sector, for example, thrives on creativity and the ability of the company to come up with new designs.
Based on the above case, an employee would try to discover unique designs from other places, such as the internet, and then incorporate them at work. On the other hand, extrinsic motivation is when a first-line supervisor arranges a seminar where workers can be educated on new models that they can adopt at their workstations. As can be seen, the distinction between intrinsic and extrinsic inspiration is that in the former, the desire to learn something new is derived from within the person. At the same time, in the latter, it is purely based on the external aspect.
The Improved Intrinsic Motivational System and its Effectiveness
Based on the preceding, it is clear that intrinsic motivation is the best type of impetus since it requires self-initiative. It is also focused on the cognitive view of learning, which states that the education process includes productive and proactive thinking patterns (Schunk, 2020). Importantly, this form of training occurs within the workers’ minds and does not necessitate continuous nagging or pressing by first-line supervisors (Schunk, 2020). Nevertheless, Kuvaas et al. (2017) observe that a mixture of intrinsic and extrinsic motivation may perform effectively in the job environment. According to the social learning theory, employees build awareness from what they view and apply the acquired knowledge. Then they decide what they need to accomplish as people. Hence, this is a perfect example of how visual experience impacts, to a significant degree, the cognitive processes that define an individual’s actions.
Consequently, extrinsic motivation is established on both the classical and operant conditioning concepts. In this scenario, environmental influences play a significant role in motivating employees (Schunk, 2020). Moreover, extrinsic stimulus, grounded on operant conditioning, entails workers earning favorable or unfavorable rewards for particular behaviors. For example, if the production of furniture declines in a specific quarter, the supervisor will compensate the workers by reducing their breaks and special allowances. Nevertheless, if the manufacturing exceeds projections, workers may be credited with a wage rise and additional leaves. Both kinds of conditioning work on the stimulus-response principle, which means that the first-line supervisor should always be engaged in achieving organizational goals. As a result, this differs from intrinsic motivation because personnel is likely to be more fruitful when the inspiration occurs from within, and that requires minimal outside persuading.
Implementation of Intrinsic Motivation at the Workplace
According to what has been observed, intrinsic motivation is the best way for first-line supervisors to develop workplace proficiency. Nonetheless, there is one sure way a first-line manager can ensure that workers are intrinsically motivated. The best avenue and practical approach are for these supervisors to create an atmosphere in which workers can find and integrate relevant discoveries. Notably, this could be done by developing and fostering a company mythology in which employees establish their objectives and work hard to realize them at their own pace (Schunk, 2020). For example, a staff member may be inspired to seek new furniture designs. Here, the superior will ensure that the individual has everything they may require to ensure smooth operation. Staff should be stimulated to explore different models and should therefore be kept informed that errors are acceptable. As a result, this will foster an environment in which workers are free to use their creativity, resulting in developing a tradition of self-motivation.
Conclusion
From the above reflection, it is pretty clear that cultivating intrinsic enthusiasm is all about assisting workers in becoming more efficient, involved, and happy at their jobs. In the long run, this improves business outcomes and allows employees to grow and contribute more effectively. Personnel motivation is critical to a company’s success since it is the level of dedication, enthusiasm, and desire that a firm’s workforces bring to their occupations daily. Without it, businesses suffer from decreased productivity, and reduced profits, and are more likely to lose control of critical targets.
References
Kuvaas, B., Buch, R., Weibel, A., Dysvik, A., & Nerstad, C. G. (2017). Do intrinsic and extrinsic motivation relate differently to employee outcomes. Journal of Economic Psychology, 61, 244-258. Web.
Schunk, D. (2020). Learning Theories: An Educational Perspective (8th ed.). Pearson, Inc.