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INTRODUCTION
CONCEPTUAL CLEARIFICATIONS
To be motivated however means to be moved to do something which perhaps, one
might not be willing to if otherwise not motivated. Someone who has no
inspiration or impetus to act or do something thus, characterized as unmotivated.
The amount of motivation an individual receives must not necessarily vary, but
the nature and focus of such motivation being evidenced certainly does (Peter,
Kasser and Ryan, 1999) cited in Kevin etal (2007). Different reasons and goals
can emerged and give rise to an action, this can be categorized into intrinsic
motivation and extrinsic motivation.
Employees whom are intrinsically motivated are authentic; literally, self authored
or endorsed (Ryan and Deci, 2000). Similarly they derive more interest,
excitement and confidence, which thereby manifested into high performance,
persistence and creativity (Deci & Ryam, 1991; Sheldon, Ryan, Raw Sthrone, &
Ilardi 1997) and as highly vitality (Nix, Ryan, Manly and Deci 1999), self esteem
(Deci & Ryam 1995) and therefore, generally well-being (Ryan, Deci &
Grolnick, 1995). This often occurs when the employees have an equal level of
perceived competence or even self-efficacy for the job.
However, several critics have been set aside of extrinsic motivations as a result
of its harmful effect. For instance, pursuing extrinsic goal contents, particularly
financial success could be detrimental to mental health (Srivastara, Locke &
Bartol, 2001). Carver and Baird (1998) found that pursuing goals for autonomous
motives (intrinsic) was positively related to self-actualization and hence, well-
being, whereas, pursuing them for controlled motives (Extrinsic) was negatively
related to self actualization and well-being.
The most significant aspect of motivation could be directly related to the reasons
why people exhibit particular behavior or motives behind such behaviours. The
Self-Determination Theory (SDT) as adopted by (Deci& Ryan 1985; Ryan &
Deci 2000) has clearly showed that employees act positively because they are
autonomous and feel volitional in exhibiting such behavior rather than been
controlled. In this scenario, employees achieved their individual esteemed
objectives perhaps, at the expense of the organizational goals. For instance,
when employees have perfect autonomy, they pursue their personal growth,
emotional intimacy and community involvement, thus, satisfying innate
psychological needs such as belongingness and well-being (Baumeister & Leary
1995), utility (White, 1999), and personal causation (Decharms, 1968) or what
SDT refers to as relatedness, competence and autonomy (Deci & Ryan, 2000).
All these have detrimental implications on such organization on its financial
success, image and fame and hence, low productivity.
CONCLUSION
The study critically and briefly presented intrinsic and extrinsic motivation with
the aid of self determination theory to make critical distinctions between
behaviours that are volitional and accompanied by expression of freedom and
autonomy and those accompanied by pressure or controlled. To this effect,
intrinsically motivation actions and behaviours emanated from interest and
satisfy the innate psychological needs for competence and autonomy. In contrary,
extrinsically motivation actions are executed mainly because of separable
consequence. However, the pursuance of extrinsic motivations (such as rewards)
jeopardized and can therefore, becomes harmful to intrinsic motivation.
The conclusion for this study however stated that intrinsic motivation is highly
good for individuals well-being whereas, extrinsic motivation is highly
significant for organizational productivity.
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