Intrinsic motivation means doing an activity because it is interesting or enjoyable in itself. Extrinsic motivation means doing it for a separate outcome, such as pay, recognition or avoiding a penalty. At work, both can matter. The useful management question is what helps this person do this task well.
Reading academic research about motivation is something we do on our team. But a busy manager needs a way to use the findings, not another dense paper to decipher.
We originally explored Kuvaas and colleagues’ 2017 study of employee outcomes. Across three studies, intrinsic motivation was associated with favorable outcomes, while motivation tied to tangible incentives had less favorable or neutral associations. Those findings deserve attention; they do not establish that every reward causes harm.
| Form | Example | Manager action |
|---|---|---|
| Intrinsic | A developer enjoys solving a difficult technical puzzle. | Give room to explore solutions and useful feedback on the work. |
| Extrinsic, externally regulated | A salesperson works toward a commission or a required target. | Make the reward rules clear and include quality and customer outcomes. |
| Extrinsic, internalized | A colleague completes necessary documentation because they value reliable handovers, even though the task is dull. | Explain the purpose and give choice over how to accomplish it. |
Ryan and Deci’s 2020 review distinguishes enjoyment of an activity from personally valuing its outcome. Both can support willing effort, but internalized extrinsic motivation is still different from intrinsic motivation.
A bonus for processing orders may help increase output. If speed is the only criterion, ask whether accuracy or collaboration is being neglected. For a creative project, a tightly controlling reward can distract from exploration; fair pay and recognition can also support good work.
The 2014 meta-analysis by Cerasoli, Nicklin and Ford found that intrinsic motivation and incentives both predicted performance, with different relationships to quality and quantity. It does not support a rule that pay necessarily undermines motivation.
Our practical guide to incentive design explores the risks and examples. For the research itself, read our interpretation of the performance meta-analysis.
Attuned uses “intrinsic motivators” for a broader set of 11 workplace values and preferences. Financial Needs, Status and Competition are not automatically intrinsic motivation in the scientific sense; it depends on why someone is doing the activity. Use an individual motivator profile to start a conversation, rather than classify the person as a fixed type.
Want the longer explanation? The intrinsic motivation whitepaper is available alongside a short, ungated introduction.
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June 2, 2020
By Casey Wahl 
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