Motivation is a key driver of performance in any organization. Employees who feel happy and engaged in their jobs produce better quality output and are more likely to be productive. Motivation has long been considered a competitive advantage for organizations. There are two broad categories of motivational factors: extrinsic and intrinsic.
Intrinsic motivation
Intrinsic motivation is the inner drive to complete a task, whether it is a personal project or a corporate task. People who are intrinsically motivated are more likely to follow through with tasks and put in their best effort. They do this for no other reason than that it is the right thing to do. This is different from extrinsic motivation, which is driven by external factors, such as pay structure or bonuses.
Research has shown that intrinsic motivation is the most powerful source of productivity in many areas of life. Studies of animal behavior have proven that this is true. Observations show that animals, like humans, engage in exploratory behavior even without receiving a monetary reward. This type of behavior is called intrinsic motivation, and it has a 24% leverage on performance.
Employees with intrinsic motivation are more likely to perform better and get better results, especially if the task has a high degree of autonomy. However, it is important to understand that intrinsic motivation may not be sufficient enough to sustain interest in a task for a long time, particularly if the task is unsatisfying.
A recent study found that recreational dancers scored higher than nondancers, which indicates that recreational dancers are intrinsically motivated. Their higher intrinsic motivation levels result in increased productivity and well-being. These differences were greater in the United Kingdom, Brazil, and Italy. Intrinsic motivation is important for productivity in the workplace, and recreational dancers are more likely to be intrinsically motivated than nondancers.
In addition to intrinsic motivation, it is important to recognize that extrinsic motivation can influence productivity and quality. Quality-oriented tasks are more likely to require intrinsic motivation than quantity-oriented ones.
Self-determination theory
Self-determination theory focuses on how individuals’ internal locus of control affects their productivity. This theory is rooted in the idea that we are best motivated by internal factors, such as self-satisfaction. The theory analyzes motivation through three important psychological human needs: autonomy, competence, and enjoyment.
In the theory, people have an innate need to improve themselves. They are constantly looking for new challenges that will increase their sense of self and cohesiveness. In addition, when their needs are met, they are self-motivated. This drives their behavior and results in higher levels of productivity.
In the workplace, managers can encourage self-determination by putting employees in leadership roles. For example, if a company needs to prepare a presentation for a large client, a manager who wishes to foster self-determination will make sure that every member of his or her team takes a leadership role. For instance, one person may be in charge of designing graphs, while another may be responsible for the marketing strategy.
Self-determination theory is important for understanding the motivations of individuals and the workplace. Most people would prefer to have the autonomy to make their own choices. In the 1985 book Self-determination Theory, Deci and Ryan introduced the concept, which they define as the ability to manage one’s own life, make decisions, and think for oneself.
Self-determination theory also provides a useful framework for designing technology in the workplace. It offers a multi-dimensional conceptualization of motivation and can help predict how technological changes affect motivation.
Flexible schedules
Flexible schedules can affect your employees’ motivation and productivity in a number of ways. According to Business Insider, employees who are given the opportunity to work a flexible schedule are more likely to be more productive and take fewer sick days. In addition, these types of schedules can also lead to more effective communication among employees and higher employee retention.
One reason that flexible schedules can increase employee motivation is because they allow employees to have a good work-life balance. People who are happier and more fulfilled are more productive, which can lead to greater engagement and higher morale. It also reduces the risk of turnover, as happy employees are less likely to move on to another company.
Studies have shown that employees who are provided with a flexible schedule are more motivated and satisfied in their jobs. Furthermore, these employees are less stressed and have more time for family. Because they have more time to devote to their job, flexible schedules can also increase their satisfaction levels and reduce absenteeism.
Flexible schedules are also beneficial to employers because it helps them retain valuable employees. Employees are increasingly seeking out flexible schedules as one of the best perks an employer can offer. In fact, 80% of workers would opt for a job with a flexible schedule over a less flexible one. In addition, 35% of workers value flexible work more than prestigious titles or vacation time.
While flexible working hours are great for some companies, there is no definitive proof that this type of arrangement boosts productivity. However, the IZA study’s methodology is based on a unique design of a study. It examines whether flexible work arrangements improve productivity in routine tasks, while others have shown that flexible work schedules negatively affect productivity in non-routine jobs.
Biological determinism theory
The argument that our behavior is largely determined by our genetics has caused much concern in the humanities. In particular, many have held that genetics is the cause of discriminatory attitudes and behaviors. Indeed, the theory has been associated with a number of social ills, including racism and sexism. Despite these concerns, the theory is used by laypeople to justify self-interest, defend values, and avoid blame.
The biological determinism theory argues that our behavior is entirely determined by our genetic makeup. This is different from the notion that all humans share a common genetic blueprint. The theory also denies that we have free will and responsibility over our own behavior. For example, it suggests that we are born with innate tendencies that are unaffected by our social environment.
The theory’s opponents counter that human behavior is determined by genetics. In fact, the theory has been criticised by a number of notable scientists over the years. The Nobel Prize-winning evolutionary biologist Stephen Jay Gould, for example, discredited many of the claims in his 1996 book, The Mismeasure of Man. And the American biologist Joseph L. Graves Jr. argues that the traditional conception of race is a myth.
Nevertheless, the argument for biological determinism remains an effective weapon in the sociopolitical battle over the definition of sexual orientation. Often, terms such as’sexual conditioning’ and ‘learned sexuality’ are used inappropriately, because they emphasize the interplay between a biologically predisposed organism and the learning process through experience. These simplistic arguments often show up in media debates over sexual orientation and even in arguments for reparative therapy.