Intrinsic vs. Extrinsic Motivation: A Personal Reflection
This reflection paper examines intrinsic and extrinsic motivation through the lens of personal work experience in the banking industry. Drawing on Cherry's (2014) definitions and Herzberg's two-factor theory, the author explores how pay, benefits, bonuses, and recognition functioned as external motivators, while an internal drive for excellence served as intrinsic motivation. The paper argues that while money matters when scarce, recognition from peers and superiors proves to be the most powerful motivator for sustained high performance. The author also reflects on how the absence of employer-cultivated intrinsic motivation contributed to job dissatisfaction at the bank.
- Introduction: Working in Banking: Personal banking job context introduced
- Extrinsic Rewards in the Workplace: Pay, benefits, and bonuses as external motivators
- Intrinsic Motivation and Personal Drive: Internal drive for excellence and self-satisfaction
- The Role of Employer Cultivation: Employer's failure to nurture intrinsic motivation
- Money as a Motivator: Limits and Context: Money motivates only when resources are scarce
- Recognition as the Strongest Motivator: Peer and superior recognition drives peak performance
- Herzberg's Two-Factor Theory and Personal Takeaways: Theory applied to personal reward preferences
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What makes this paper effective
- The author grounds abstract psychological concepts — intrinsic and extrinsic motivation — in concrete, relatable personal experience, making the reflection both credible and accessible.
- The paper moves logically from definitions to personal examples to broader theoretical application, giving the argument a clear and satisfying arc.
- Honest self-analysis, such as acknowledging that money only motivates when scarce and that recognition drives peak effort, adds intellectual authenticity to the reflection.
Key academic technique demonstrated
The paper effectively uses a cited theoretical framework (Cherry's definitions of motivation and Herzberg's two-factor theory) as scaffolding for personal narrative. Rather than simply describing experiences, the author interprets them through established psychological constructs, demonstrating how academic concepts can illuminate real-world behavior. This technique — theory-to-experience mapping — is central to strong reflective writing in psychology and organizational behavior courses.
Structure breakdown
The paper opens with a workplace context, defines and applies extrinsic motivation, then shifts to intrinsic motivation. A middle section reflects on the employer's failure to cultivate intrinsic drive. Two subsequent sections distinguish between money and recognition as forms of extrinsic motivation, noting their very different motivational power. The conclusion ties the personal reflection to Herzberg's two-factor theory, explaining why recognition-based reward systems matter most to the author.
Introduction: Working in Banking
I once worked in the banking industry as an administrative assistant. This experience gave me a firsthand look at how different types of rewards shape workplace behavior. Motivation — both intrinsic and extrinsic — played a significant role in how I performed and how satisfied I felt on the job. Reflecting on that experience through a psychological lens has helped me better understand what truly drives me to perform at my best.
Extrinsic Rewards in the Workplace
Extrinsic rewards are those external rewards that motivate behavior (Cherry, 2014). For this job, the extrinsic rewards that led me to take the position and continue in it included a pay package and a range of benefits — medical and dental coverage, for example. The pay package also included a bonus based on the operation's total sales volume. I received a percentage of sales as part of my compensation, which was designed to encourage me to contribute to the success of the organization.
Intrinsic Motivation and Personal Drive
Intrinsic motivation is a bit more complex. Psychologists understand intrinsic motivation as the drive to engage in a behavior for rewards one believes they will personally reap, without any external force promising those rewards — they are simply what the person expects to gain from the behavior (Cherry, 2014).
For me, this job offered only a few intrinsic rewards. I like to do a good job because it is simply in my nature to feel satisfied when I know I have done my best. I am sure there were instances where my performance exceeded what was strictly required, simply because I wanted to be better. In theory, one also works toward a potential promotion, but I found it more important to simply perform at my best because doing so made me feel good — especially when I was solving problems, which on that job happened quite frequently.
References
Cherry, K. (2014). What is the difference between extrinsic and intrinsic rewards? About.com. Retrieved August 16, 2014, from
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