Intrinsic vs. Extrinsic Motivation in the Workplace
This paper examines how intrinsic and extrinsic motivation can be combined to address the needs of challenging employees in the workplace. Drawing on Maslow's hierarchy of needs, Gerhart and Fang's research on pay and motivation, and Hennessey et al.'s work on motivational types, the paper argues that neither motivational approach alone is sufficient. Instead, managers should first identify an employee's unmet needs and then tailor a blend of emotional recognition, praise, and performance-based incentives to foster self-determination, job satisfaction, and a positive workplace culture aligned with organizational vision.
- Introduction to Motivation Types: Defines intrinsic and extrinsic motivation and their limits
- Applying Maslow's Hierarchy to Difficult Employees: Uses Maslow's needs hierarchy as a diagnostic tool
- Intrinsic Motivation Strategies in Practice: Proposes praise and support to meet emotional needs
- Linking Incentives to Objectives: Ties motivational incentives to specific workplace goals
- Building a Motivating Workplace Culture: Argues leadership shapes intrinsic motivation organization-wide
- Conclusion: Recommends blending both motivation types together
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What makes this paper effective
- The paper integrates multiple scholarly sources—Maslow, Gerhart & Fang, and Hennessey et al.—to ground its practical recommendations in established theory.
- It moves logically from defining motivation types to diagnosing employee needs and finally to prescribing specific strategies, creating a clear argumentative arc.
- The author personalizes the discussion with concrete examples (e.g., a half-day out, Christmas bonuses) that make abstract motivational concepts tangible and relatable.
Key academic technique demonstrated
The paper demonstrates effective application of theory to practice. Rather than simply summarizing Maslow's hierarchy of needs, the author uses it as a diagnostic framework—explaining how identifying unmet needs at different levels should determine which motivational tool a manager deploys. This "theory-to-practice" technique is a core competency in organizational behavior writing.
Structure breakdown
The paper opens by defining intrinsic and extrinsic motivation and their respective limitations. It then introduces Maslow's hierarchy as a needs-assessment tool and proposes a combined motivational strategy tailored to the individual employee. Subsequent paragraphs move from emotional/relational strategies to performance-based incentives, before concluding with the broader importance of organizational vision and leadership culture. Each paragraph builds on the last, maintaining a cohesive applied-management argument throughout.
Introduction to Motivation Types
Intrinsic motivation refers to the internal rewards that a worker receives upon doing a job well done. Extrinsic motivation refers to the external rewards—such as when an employee receives a bonus for bringing a project in on time and under budget. There are benefits and limits to using one or the other type of motivation to engage workers (Gerhart & Fang, 2015). Intrinsic motivation has been shown to be linked to "self-determination, control, and satisfaction" (Hennessey, Moran, Altringer, & Amabile, 2015, p. 1), but it can also fail to adequately motivate workers who place high value on raises, job security, and promotion—especially if they feel constrained by environmental or economic factors, either at work or in their personal lives.
Applying Maslow's Hierarchy to Difficult Employees
To motivate a difficult employee, the most effective approach would be to use both intrinsic and extrinsic motivation—first by identifying that employee's unmet needs, then by finding ways to satisfy those needs. According to Maslow (1943), whose theory of human motivation was grounded in a hierarchy of needs, people cannot achieve self-determination or self-actualization until their more basic needs have been met. These basic needs range from food and shelter to love, friendship, and esteem. While many workers share these fundamental needs, in today's economy an additional financial bonus can also go a long way toward meeting them. For that reason, combining both intrinsic and extrinsic motivational approaches is likely to be the most effective strategy.
Intrinsic Motivation Strategies in Practice
Intrinsic motivation methods I would use to help meet the emotional needs of a difficult employee would include giving praise routinely whenever he achieved even a minor success—no good deed should go unnoticed. Maintaining a consistently positive and supportive attitude would also be a priority. Beyond that, I would try to determine what specific needs were going unmet. If those needs were financial, I would shift toward extrinsic motivation by offering small bonuses for meeting output targets. If the unmet needs were personal—such as a lack of social connection—I would offer intrinsic incentives, like a half-day away from the office to celebrate a team success at a local restaurant.
Conclusion
Combining intrinsic and extrinsic motivation is the most effective method for engaging a difficult employee. By first assessing what each worker needs—whether recognition, connection, financial reward, or a sense of purpose—managers can tailor their approach to produce genuine and lasting motivation. A blended strategy, grounded in both emotional support and tangible incentives, is most likely to succeed.
References
Gerhart, B., & Fang, M. (2015). Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annual Review of Organizational Psychology and Organizational Behavior, 2, 489–521.
Hennessey, B., Moran, S., Altringer, B., & Amabile, T. M. (2015). Extrinsic and intrinsic motivation. Wiley Encyclopedia of Management, 1–4.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.
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