Batch: 2021 - 2023

CIA - 3

Report Review
Effect of Intrinsic motivation on Employee’s Performance

Submitted to
Dr Uma Warrier

Specialization: MHR1

Submitted by

Name USN Number

Ranjitha S G 21MBAR0077

Sahana K S 21MBAR0535

Nitish M 21MBAR0049
 INTRODUCTION

The act of engaging in an activity for its own intrinsic satisfaction rather than seeking a separate
benefit is known as intrinsic motivation. When someone is intrinsically driven, they are inspired
to act by the fun or challenge involved rather than by outside demands, pressures, or rewards.
An example of intrinsic motivation would be a person reading a book because he/she enjoys
reading and possesses an interest in the story or subject, rather than reading because he/she has
to write a report on it to pass a class.

The most popular idea of intrinsic motivation was first founded on human wants and motivations.
In order to survive and maintain our health, we are biologically driven to seek out food, drink,
and other basic demands. People have psychological requirements that must be met in order for
them to grow and thrive, just as these biological needs. These include the demands for
relatedness, competence, and autonomy.

Intrinsic motivation entails seeking out and participating in activities that we find hard, intriguing,
and internally rewarding without the expectation of any external reward. It also requires satiating
these fundamental psychological demands. The three main elements of intrinsic motivation are
autonomy, purpose, and mastery. People are intrinsically motivated when they can act
independently, feel that their efforts matter, and gain satisfaction from becoming more skilled.
For this assignment we have taken the following research papers on intrinsic motivation for the
purpose of analysis & discussions on the same.
 Paper 1

The Effects of Cooperation and Competition on Intrinsic

Motivation & Performance

Authors

John M. Tauer
University of St. Thomas

Judith M. Harackiewicz
University of Wisconsin–Madison

https://psycnet.apa.org/buy/2004-14304-005

Overview of the Paper

The authors believe that a balance between cooperation and competition is needed to promote
the motivation & performance of employees. Theorists have also raised concern that, in contrast
to cooperation, competition can encourage undesirable behaviors and outcomes. (Deci & Ryan,
1985; Deutsch, 1962; Kohn, 1992). In a more focused meta-analysis, Stanne, Johnson, and
Johnson (1999) compared the effects of cooperative, competitive, and/or individual goal
structures on motor-performance tasks. They discovered that cooperation resulted in higher
performance levels than did individual and competitive circumstances, demonstrating the
potential benefits of cooperation. The degree of a task’s interconnectedness and the form of
competition both had an impact on how competition compared to cooperation.
High degrees of task enjoyment characterize intrinsic motivation, which should aid people in
sustaining interest in an activity. Harackiewicz and Sansone (1991; Sansone & Harackiewicz,1996)
distinguished two ways that competition can affect intrinsic motivation. First, by way of the
competitive atmosphere that is formed at the beginning of an activity, which may have an impact
on how people approach a task. The second method is through performance feedback, which
usually occurs after an activity is finished.

Competence can increase in value as a result of competition, and when people value competence
or see a challenge, they may get more engaged and perform better. Positive interpersonal
interactions and a sense of shared experience among teammates are fostered by cooperation,
which also causes people to respect collaboration and the welfare of the group. Intergroup
competition should therefore teach participants the value of both competence and teamwork.

The 4 studies In the paper examine the effects of balanced intrinsic motivation in intergroup
competition & its comparatively better effectiveness over employee performances than in a
situation of only pure cooperation and/or pure competition. The study found compelling
evidence that, compared to pure collaboration and pure rivalry, intergroup competition increases
people’s enjoyment of an activity. This effect was also seen in the study’s questionnaire survey,
three behavioral experiments, and across, both, within- and between-subject designs. Thus, it is
demonstrated by this study that intrinsic motivation fosters long-lasting interest in a particular
activity and is characterized by high levels of task enjoyment.
 Paper 2

Effect of intrinsic rewards on task performance of

employees: Mediating role of motivation

Authors

Rizwan Qaiser Danish

Muhammad Khalid Khan
Ahmad Usman Shahid
Iram Raza
Asad Afzal Humayon

https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3330447

Origin

Hailey College of Commerce, University of the Punjab, Lahore, Pakistan

Minhaj University, Lahore, Pakistan,
COMSATS Institute of Information Technology, Vehari, Pakistan

Overview of the Paper

The basic intention behind this study was to examine the effects of intrinsic rewards on task
performances of employees working in the banks in the capital of Punjab, Lahore, Pakistan. Social
exchange theory argues that when an organization invests in the development of personnel, then
they act in a constructive way for the wellbeing of the organization (Cropanzano & Mitchell,
2005). Rusbult and Farrell (1983) proposed that emotions of lust, eagerness, commitment, and
self-sufficiency constitute intrinsic rewards. When a person is intrinsically motivated, he or she
moves to perform for some sort of contest entailed rather than due to work pressure, rewards,
or external stimulus.

The structural equation modeling of all of the three stated models in the study enables us to
understand one basic thing – Job satisfaction only marginally mediates this association between
intrinsic rewards and task performance, while intrinsic motivation and extrinsic rewards strongly
moderate this relationship. Additionally significant (p=0.00 0.01) was the mediation value. In
addition to performing effectively in accordance with their job descriptions, individuals who
receive intrinsic rewards are also more positively motivated to work for both the organizations
and their own benefit. Such motivated workers efficiently do their tasks, conduct themselves
appropriately in the workplace, and show continued loyalty to their employer.

By focusing on human resource management strategies that raise organizational performance,

the intrinsic reward management system and performance appraisal methods can be improved.
For the purpose of obtaining the strategic goals and creating a helpful working environment, a
reward system is necessary for any organization to retain and attract skilled and competent
employees (Galbraith, 1973). In self-determination theory which Deci and Ryan (1985) proposed,
intrinsic motivation refers to doing something due to our interest in that particular task or
activity. So it can be concluded that intrinsic rewards have a direct relationship with the task
performance, motivation, & job satisfaction of employees.
 Paper 3

Exploring the relationship among servant leadership,

intrinsic motivation and performance in an industrial sales
setting

Author
Belén Bande; University of Santiago de Compostela
Pilar Fernández-Ferrín; Universidad del País Vasco / Euskal Herriko Unibertsitatea
Concepción Varela Neira; University of Santiago de Compostela
Carmen Otero-Neira; University of Vigo

https://www.emerald.com/insight/content/doi/10.1108/JBIM-03-2014-0046/full/html

Overview of the paper

Despite increasing the general performance of both people and teams, servant leadership is still
not well understood. This study aims to provide light on the mediating processes through which
salespeople's proactive and adaptive activities are influenced by perceived servant leadership. In
Spain, information was obtained from 145 industrial salespeople and their managers from a
range of companies and industries.

By favourably impacting salespeople's self-efficacy and intrinsic drive, servant leadership

increases their adaptability and proactiveness. Furthermore, servant leadership directly
influences the growth of adaptable behaviours in salespeople, even if this direct impact is
negligible when taking proactivity into account. The favourable benefits of servant leadership on
salespeople's intrinsic motivation are also strengthened by the introduction of outcome-based
control mechanisms. The findings show that sales managers may encourage their team members
to act more pro-actively and adaptably.

The sales force is an organization's only revenue-generating component and the most crucial link
between the firm and its consumers (Krafft, 1999). Given current corporate inclinations to
emphasize market orientation, the sales force has grown in prominence, improving the benefits
of good sales force management (Krafft et al., 2004). Companies have modified their methods to
industrial sales force management in order to appropriately respond to the needs of this new
reality (Olson et al., 2001). Traditional sales organizations’ fundamentally shifting responsibilities
present new obstacles in recognizing excellent salesperson performance, especially given the
increased significance of business-to-business relationship management (Piercy et al., 2012).
Much has been published on the factors that influence salesperson success during the last 50
years

Data were collected from 145 industrial salesmen and their managers. The participants were
employees from 145 different businesses in Spain. The enterprises in the study population were
spread over three industrial parks in the most densely inhabited towns of Galicia, Spain. The
sample inclusion criteria were based on two factors:

1 the businesses had to be commercially recognized and have been in operation for at least 10
years; and

2 the salespeople had to have conducted the sales activities indicated in Marshall et al. (1999)
and largely serviced business clients.

The first requirement was established by examining census data from the local chamber of
commerce, and the second condition was confirmed by phone conversations with participants.
 Paper 4
A Motivational Perspective on Job Insecurity:
Relationships Between Job Insecurity, Intrinsic
Motivation, and Performance and Behavioral Outcomes

Author
Yuhyung Shin; School of Business, Hanyang University
Won-Moo Hur; College of Business Administration, Inha University
Tae Won Moon; College of Business Administration, Hongik University, Seoul
Soomi Lee; Correspondence

https://www.mdpi.com/1660-4601/16/10/1812

Overview of the paper

Employees have been subjected to frequent risks of job instability as a result of the global
economic slump during the last decade. Despite substantial study on work insecurity, experts
have paid little attention to the motivational mechanisms that underpin employees' responses
to job uncertainty. The current study's goal is to investigate the link between work insecurity,
intrinsic motivation, and performance and behavioral consequences. We suggest a mediated
connection based on self-determination theory in which work uncertainty reduces intrinsic
motivation, which in turn weakens job performance, organizational citizenship behavior , and
change-oriented OCB. To put our theories to the test, we gathered survey data from 152 R&D
experts at a South Korean manufacturing firm. Job instability, as expected, was adversely
connected to intrinsic motivation.
Business issues have resulted in organizational and structural changes such as mergers,
acquisitions, and downsizings throughout the last few decades. These developments, together
with the recent global economic crisis, have resulted in rising unemployment and employee job
insecurity. Job insecurity is defined as the perceived uncertainty regarding one's employment
continuation. Even if the global economy recovers, job instability will continue to be a concern to
people whose jobs are being replaced by automation, robotics, and artificial intelligence. In
keeping with this tendency, substantial study has been conducted on the consequences of job
insecurity on employee and organizational results. According to this line of study, employees'
views of job insecurity have risen.

They contacted R&D personnel from a South Korean firm and encouraged them to take part in
our research. Data collected from a single organization can account for potential confounding
influences such as corporate strategy, performance, control systems, and technical availability.
As a result, previous study has obtained data from a single business. We chose R&D personnel
from the sponsoring manufacturer because their employment includes a high level of task
dependency and non-routineness, both of which are criteria for the occurrence of OCB and
change-oriented OCB. The survey was given to 230 R&D professionals by the researchers. They
were assured of anonymity and secrecy, and were requested to return the completed
questionnaire to the researchers in a sealed envelope. 152 R&D experts were contacted out of
the 230 total.

The goal of our research was to look into the motivational mechanisms that support the link
between job instability and performance and behavioral outcomes. The results of R&D
professionals' surveys show that job uncertainty has a detrimental impact on employees' job
performance, OCB, and change-oriented OCB by reducing their intrinsic motivation. Our study
adds a motivational viewpoint to current work insecurity research by demonstrating intrinsic
motivation as a critical motivational mechanism that ties job insecurity to performance and
behavioral outcomes. Investigations into other self-determined motives and boundary
conditions, as well as the use of a more rigorous approach, can help to expand on the insights
acquired from this study.
 Paper 5

Why did you do that?

An economic examination of the effect of extrinsic
compensation on intrinsic motivation and performance

Author

Harvey S. James
University of Missouri
https://www.sciencedirect.com/science/article/abs/pii/S0167487004001035

Overview of the Paper

According to empirical evidence, extrinsic incentives often crowd out intrinsic motivation, which
reduces the effort of workers. When explicit rewards are viewed as controlling, motivation
crowding out occurs, which leads to people being more satisfied without being genuinely
motivated. The model demonstrates two circumstances in which incentives might be viewed as
controlling. The first occurs when an agent's extrinsic reward comes from the same source as the
agent's intrinsic incentive. The second occurs when the agent is given excessive incentives.

Extrinsic benefits may be viewed as controlling in the following two circumstances: When the
reward is significant, the first prerequisite is met. According to empirical data, intrinsic motivation
is inversely related to reward size. The rationale behind an agent's behavior may be so
overpowered by the salience of extrinsic rewards that he is obliged to rationally attribute his
actions to the payment rather than to his intrinsic preferences. The "over justifying effect" refers
to this.
The second need is that the source of rewards and the subject of an agent's intrinsic motivation
must be the same. The agents' need for autonomy would be undermined by this view, leading to
MCO (motivation crowding out). Extrinsic incentives introduced by the principal might not be
perceived as controlling but rather as an affirmation of competence if the agent is motivated by
generalized norms, which are by nature outside of the more limited interests of the principal.
This would support intrinsic motivation rather than displace it.

First, workers who are organically driven to follow universal norms that are not specific to a
particular principal are more likely to experience the MCO effect than agents who are motivated
to advance a principal's interests.

Second, if the fixed pay provided to agents is also relatively low, the introduction of relatively low
incentives may not necessarily have the MCO impact.

Of course, the MCO effect would not always be observed by an agent with a high innate intrinsic
intensity.
 Paper 6

Emotional Dissonance, Job Stress, and Intrinsic Motivation

of Married Women Working in Call Centers: The Roles of
Work Overload and Work-Family Conflict

Author
Moo-Kyeong Jeon
HyunJoong Yoon
Yuha Yang

https://www.mdpi.com/2076-3387/12/1/27

Overview of the paper

The paper concentrated on the emotional labor that married women who work in call centers
do. The model of how emotional dissonance affects intrinsic motivation and job stress was
created by the researchers, with the moderating effects of work overload and work-family
conflict. Using least square regression to analyses data from 468 employees, it was discovered
that emotional dissonance has a positive relationship with job stress but a negative relationship
with intrinsic drive. The positive relationships between emotional dissonance and job stress as
well as the negative relationships between emotional dissonance and intrinsic motivation were
both found to be significantly moderated by work overload and work-family conflict.

The researchers of the paper have made several hypothesis testings’ considering various
hypothesis and conducted experiment on the 468 married women to understand and analyze
their Emotional Dissonance and Intrinsic Motivation
Due to the fact that they do not view making phone calls as a demanding task or a meaningful
activity, call center employees frequently make more than 100 calls per day and are therefore
more likely to be motivated by external incentive than by internal motivation. This suggests that
intrinsic motivation, as opposed to extrinsic drive, is necessary for the tasks and responsibilities
of their professions. In this regard, it has already been found that there is a strong negative
relationship between emotional dissonance and job satisfaction (Abraham 1999; Lewig and
Dollard 2003).

It is typical for call center employees' intrinsic motives to be low, especially when they are
suffering emotional dissonance. In particular, call center staff must manage their emotions in
order to complete the work, even when there is emotional dissonance in the service. Emotional
dissonance can also result in emotional weariness, including the depletion of emotional energy
and resources (Bakker and Heuven 2006; Heuven and Bakker 2003; Kenworthy et al. 2014; Zapf
et al. 2001).

The results of the researcher’s testing of the hypotheses were be summed up as follows. First,
the findings demonstrate that emotional dissonance has a favorable impact on work-related
stress and a detrimental impact on intrinsic motivation. Additionally, work-family conflicts were
found to have moderating effects on the relationships between emotional dissonance and job
stress as well as between emotional dissonance and intrinsic motivation. The researchers
discovered that work overload is a moderator between emotional dissonance and intrinsic
motivation (Jeon, M. K., Yoon, H., & Yang, Y. (2022)).
 DISCUSSION

Paper 1
• Balance between cooperation and competition is needed to promote the motivation &
performance of employees
• Co-operation - teamwork better performance of organization
• Competition - individual betterment
• Competitive atmosphere and performance feedback
• Studies indicate balanced intrinsic motivation

Paper 2
• Intrinsic rewards improve task performance
• The structural equation modelling of all of the three stated models in the study enables
us to understand one basic thing - Job satisfaction only marginally mediates this
association between intrinsic rewards and task performance, while intrinsic motivation
and extrinsic rewards strongly moderate this relationship.
• Motivated workers efficiently do their tasks, conduct themselves appropriately in the
workplace, and show continued loyalty to their employer.
• Intrinsic rewards have a direct relationship with the task performance, motivation, & job
satisfaction of employees.

Paper 3
The servant leadership plays a very important role in the growth of an organization by increasing
the performance of individual employees and team members in an organization. They help to
increase the self-efficacy and intrinsic motivation and they also helps to increase the growth og
adaptable behavior in sales people. Another advantage of servant leadership in intrinsic
motivation helps to strengthen by the introduction of outcomes-based control mechanism.

The servant leadership plays a very important role in the growth of an organization

Paper 4
The aim of this research paper is to motivate the employee which helps to support the link
between job instability and performance and behavioral outcomes. The R&D study shows that
intrinsic motivation is a critical motivation which relates job insecurity to performance and
behavioral outcomes

Paper 5
• Extrinsic compensations like incentives, bonus and benefit can crowd intrinsic motivation.
• Introducing relatively low incentives can decrease the effect of motivation crowding out.
• Increasing the basic pay with even little incentive can increase motivational crowding out.

Paper 6
• Working women required intrinsic motivation to work more than extrinsic rewards
• They value the work they are doing and that needs to be rewarded.
• The working women of call centers of south Korean have more responsibility than married
men, although there are considerable changes in the modern society. Hence, emotional
dissonance increases and needs intrinsic motivation to sustain.
 CONCLUSION

Intrinsic motivation has its own downside, for example: increase in expectation of extrinsic
rewards after the completion of work, provided the employee only receives intrinsic motivation.
Intrinsic motivation for every individual is different from the other, it might be time consuming if
it has to be customized, or not effective enough if the intrinsic motivation was generalized.

Although they have their cons, intrinsic motivation is a very important for the employees in day-
to-day work. Intrinsic motivation has the following upsides
• Increase in co-operation between all the employees
• Intrinsic motivation leads to greater persistence
• Intrinsically motivated employees are more effective are work and growth
• Employees perform better when they’re intrinsically rewarded
• Increases socializing between the employees and creates supportive environment
• Creates a positive and healthier work place for all levels of employees
• Creates safer environment for all the genders to work in an organization with pride
• Such practices can increase the retention rate of the employees

Hence, intrinsic motivation is required in an organization in order to have a good work place.
Considering the Employee total benefit to be an important factor for all the employees in the
current circumstance, intrinsic motivation will help provide and support, Work Life Balance,
Career Development and Performance and Service Recognition.