Summary
This author draws upon recent research to explain the popularity of intrinsic rewards and how these rewards can be used to build a high-engagement culture. Extrinsic rewards -- usually financial -- are the tangible rewards given employees by managers, such as pay raises, bonuses, and benefits. They are called "extrinsic" because they are external to the work itself and other people control their size and whether or not they are granted. Here are seven guidelines for building a culture that supports high levels of engagement and intrinsic rewards: 1. Begin with a meaningful purpose. 2. Build intrinsic motivation and engagement into management training and executive coaching. 3. Focus conversations on meaningfulness, choice, competence and progress. 4. Pay special attention to building intrinsic motivation for people in the middle ranges. 5. Measure intrinsic reward levels. 6. Provide missing building blocks for intrinsic rewards that you need to bolster. 7. Adopt a change and implementation process that is itself engaging.
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The Four Intrinsic Rewards That Drive Employee Engagement
Motivational dynamics have changed dramatically to reflect new work requirements and changed worker expectations. One of the biggest changes has been the rise in importance of psychic, or intrinsic rewards, and the decline of material or extrinsic rewards. This author draws upon recent research to explain the popularity of intrinsic rewards and how these rewards can be used to build a high-engagement culture.
I have been researching workplace motivation for about 30 years and I'm amazed at how much has changed recently. Automation and off-shoring have eliminated most of the highly repetitive jobs in the U.S., while global competition has produced flatter, more responsive organizations that require employees to use judgment and initiative to a much greater extent. Over this same 30-year period, the proportion of American workers who say that their work i...See the full content of this document
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