内在动机的员工是不是更容易出现职业倦怠比外在动机employess。

在他的文章,基督教braathen的结论是,采用内在动机的员工是不是采用外在激励员工更多的风险。他的言辞建立在错误的假设和不必要的环节。的确,目前的研究表明了一些他的说法相反。有到braathen的说法三个主要缺陷。

第一, he frames motivation as a personality trait and a dyadic concept, describing employees as either intrinsicly or extrinsicly motivated. Motivation is multi-dimensional, and is 没有t a personality trait. As employees, we tend to experience both types of motivation to varying degrees, depending on the task, personal preferences and other environmental factors (Ryan & Deci, 2000). At work, we have some tasks that we enjoy, while we do others to avoid punishment or because we think it might yield a desired reward (for example a promotion, a salary increase, or a higher bonus). Intrinsic and extrinsic motivation are different types of motivation with different antecedents and outcomes (Ryan & Deci, 2000), and should be addressed separately (Kuvaas et al., 2017).

第二,braathen指出内在动机的员工更可能经历倦怠时,他们失去了自己的动机。他立足于要求,这是比较困难的内在动机员工重拾动力,以extrinsicly动机的人相比,他的论点。 braathen基地这种说法对应激的研究巴甫洛夫将近一个世纪前进行,并把结果直接动机。对动机和福祉提供很少或braathen的索赔不支持当前的研究。在他们的研究,fernet,格威和senécal,(2004)表明,内在动机负涉及倦怠和kuvaas的人,(2017)发现,外在动机肯定涉及到职业倦怠。总之循证研究的积极性和工作倦怠之间的关系表明,组织应着眼于提高的内在动力,因为它增加了员工应对压力的情况下,从而防止烧坏的能力。 braathen的建议增加以防止外在动机倦怠会反对它的意图,因此最有可能的工作。

第三, Braathen states that “…the [extrinsically motivated] can regain [their extrinsic motivation] within days or weeks if you only pay them a bit more.” This statement shows an overly simplistic view of the mechanics of remuneration on extrinsic motivation. Remuneration can refer to a wide range of rewards given to the employee, where pay is but one important component. When discussing the relationship between pay and motivation, it is important to distinguish between base pay and performance-based-pay (such as bonuses, sales commissions, promised merit pay increases). Base pay is not related to extrinsic motivation, but is positively related to intrinsic motivation; it provides the employee with a sense of being valued for their competence, and offers greater autonomy and is seen as a sign of appreciation of competence (Kuvaas et al., 2016). Performance-based pay is negatively associated with intrinsic motivation (Kuvaas et al.in press), but is, under certain conditions, associated with an extrinsic motivation and can increase performance. The conditions are whether employees perceive the distribution of performance-based pay to be contingent on their individual performance, whether they belive themselves competent e没有ugh to reach the objective, and whether they consider the increase in performance-based pay to be a relevant incentive to their job (Ryan & Deci, 2000).

在我们与企业领导人的讨论中,我们经常会发现,这是不答应基于绩效的薪酬导致员工失去动力的量。相反,当员工认为的任意绩效工资,分布在绩效考核过程中被视为不透明的或不公平的,或者动机发生损失时,他们觉得有一些影响结果其控制的外部因素。一个简单的解决方案听起来吸引人,但也没有快速解决像“只是付出更多”的建议。持续的内在和外在的动力,企业需要的绩效管理和薪酬体系如何影响他们的员工有详细的了解。没有这样的认识,他们运行达到相反的预期和预期效果的风险。这是一个昂贵的方式来运行的组织。

引用

Fernet, C., Guay, F., Senécal, C., & Austin, S. (2012). Predicting intraindividual changes in teacher bur没有ut: The role of perceived school environment and motivational factors. Teaching and teacher education, 28(4), 514-525. 

Kuvaas, B., Buch, R., & Dysvik, A. (In Press). Individual variable pay for performance, controlling effects, and intrinsic motivation. Motivation and Emotion.

Kuvaas, B., Buch, R., Gagne, M., Dysvik, A., & Forest, J. (2016). Do you get what you pay for? Sales incentives and implications for motivation and changes in tur没有ver intention and work effort. Motivation and Emotion, 40(5), 667-680.

Kuvaas, B., Buch, R., Weibel, A., Dysvik, A., & Nerstad, C. G. (2017). Do intrinsic and extrinsic motivation relate differently to employee outcomes?. Journal of Eco没有mic Psychology, 61, 244-258.

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