The Way to Get the Most Out of Your Staff Is to Reward Them Intrinsically

The way to get the most out of your staff is to reward them intrinsically. Based from the title is shown that if managers want to get the best performance from their staff, they need to reward their staff intrinsically. From the research that has been taken part in this topic, intrinsic rewards are one of the methods that can be used to motivate your staff means that the staffs are motivated by rewards that are largely intangible. This means if we are the staff, we place more value on outcomes that are sourced from within ourselves, rather than from external factors.

It is also can be linked to our feelings. Such as, feeling satisfied and capable, enjoying a sense of challenge, re-enforcing self-esteem, satisfaction at accomplishments, general enjoyment in our work, feeling appreciated, satisfaction at realizing our potential and taking pleasure at being treated with care and consideration (Anon, 2007). On the other side, other methods are extrinsic reward which it refers to motivation by external or tangible rewards.

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We are motivated to perform by things or factors which come from other people or organizations. Typically these include increasing of salary and bonuses, fringe benefits, promotion and its trappings, and condition of work (Anon, 2007). McShane & Glinow (2009), Maslow’s hierarchy is closely related with extrinsic and intrinsic rewards and the extrinsic rewards are related to physiological needs and safety needs while intrinsic reward are linked with needs of love and belonging and the needs of self-esteem as cited in (Anon, 2012).

Furthermore, the concepts of intrinsic and extrinsic motivation are cardinal concepts in social and humanistic psychology, and represent distinctive mental processes that interact in specific ways that can in turn be observed through observation of individuals in work, school, and other institutionalized settings (A. J. Marr, 2001). In occupational side, a study of over 2,000 employees by the Gallup Organisation, for example, found that 69% of employees prefer praise and recognition from their managers over and above money.

Therefore, the key to developing – and maintaining – a highly engaged and motivated team is to use intrinsic motivators, not extrinsic motivators (Adonis, 2006). In the main as Manolopoulos (2007), the evidence provided reveals the dominance of extrinsic rewards as a way to empower and motivate employees, indicating that in the extended public sector of Greece intrinsic motivation is clearly less utilized (average responses of 2. 82 and 2. 42 respectively, t ? 5:61, significant at the 0. 0001 level).

So it is can be say that both intrinsic and extrinsic rewards are important in getting the most out of your staff. According to La Bella (2005) as cited by Anon (2012), different individuals have different perceptions of rewards. Both intrinsic and extrinsic have the advantages and disadvantages in using it. From the managing side, the managers need both to control and manage their staff specifically in hospitality industry that we need to fake our true emotion so that the staff can serve the best to the customer.

So that manager can use intrinsic motivation to reward their staff based on performance from the staff itself. An intrinsic reward according to Anon. (2012) actually fulfils employee’s intrinsic factors or motivators and thus motivates him. Examples include; giving challenging task, involving in decision making process, giving a higher rank in hierarchy etc. all these rewards do not required to have increased salary as well and employee may be working at higher management rank without an increase in the salary and still more motivated.

While Extrinsic rewards actually fulfils employees extrinsic factors or hygiene factors and thus do not let him start thinking about leaving the company. Examples include; pay rise, bonuses, paid leaves, annual recreational plans etc. (Anon. 2012). As staff that working in hospitality industry reward is most important for them to get satisfied. To like a job is a must for staff so that they can perform and giving their best in the services with high quality to satisfied the customer. From the reading that has been made, in this aspect money can’t buy satisfaction (Anon. 012); “I would rather go to a lower pay job I love than a good paying job I hate. Being happy also lowers your sickness rate so it means less time at the doctor’s office and less time on medication. ” As David M Rubenstein, a financier co-founder of Caryle Group, says, “I don’t feel like I’ve worked a day in my life. If you’re going to be a success in life, you have to love what you are doing. ” As cited in Anon. (2012). Individuals primarily motivated by intrinsic process engage in activities which they consider enjoyable of fun.

It is the performance of the task itself, rather than outcomes or results of the task that provide satisfaction. These individuals are often diverted from tasks that are relevant to goal attainment in order to pursue tasks which are intrinsically more enjoyable. Thus, as long as team tasks are enjoyable, these individuals will be motivated to continue working effectively in the context of the team. Since they are relatively indifferent to task and social feedback, such feedback will not serve to motivate continued performance on the part of the intrinsically motivated person (Scholl, 2002).

This shown that if a company want to be successful, they must have staff that really like their job and be satisfied with what been given by the company. A 2007 article in The Journal of Happiness Studies as cited in Korkki, (2010) reported that college freshmen who stated that they wanted a high salary by and large achieved that goal 20 years later. The article said that “individuals with strong financial aspirations are socially inclined, confident, ambitious, politically conservative, traditional, conventional, and relatively less able academically, but not psychologically distressed. Hence, extrinsic motivations serve to satisfy indirect or instrumental needs and money is one of the representative motives, in this regard. An adequate financial reward provides satisfaction independent of the direct outcomes individuals derive from the work itself (Jeon, Kim, & Koh, 2011). Human Resource is the department that responsible for staff needs but it is hard to get a good and skilful staff. So, intrinsic and extrinsic motivation can also be using in recruiting current or new staff. It surveyed 1,007 21-28 year olds from Generation Y.

According to the results, the top criteria for accepting jobs were salary, benefits, and potential for advancement (London & College, 2009). Extrinsic factors play an important role in motivating employees; for example, offering an attractive salary and benefits package helps recruit and retain employees. However, excessive extrinsic motivation may not succeed as a long-term motivational tool (Radenhausen, 2011). While it is different with intrinsic reward can’t be straight used in recruiting except the staff enjoyed the job they are asked to accept than it is gone a be easy to perform recruiting.

According to London & College (2009), in a job setting, an intrinsically motivated job would be described as a job that is enjoyed for the job itself (Deci 1971, Deci and Ryan 1985, Deci and Ryan 2000). Therefore, the first factor used in the current study to describe an intrinsically motivated job opportunity is if the person enjoyed the job they are asked to accept. The managers also can approach their intrinsically in recruiting as said by Radenhausen (2011), speak to your employees about their potential growth in the company and train them regularly, so that they develop the necessary nowledge and skills to advance in the company. Along with training, give employees a chance to showcase their leadership abilities, whether it’s via conducting facility tours, heading small projects or training new employees. Each staff has their own specialty and expertise that is why the managers have to know how individual creativity can be approach by the both intrinsic and extrinsic motivation. So that each staff can produce and show their individual creativity while working of perform their task where that can increased the company profit and famous.

According to Ram & Prabhakar (2011), workers have to self-manage to a significant degree to use their intelligence and experience to direct their work activities so as to accomplish important organizational objectives thereby adding value both to the organization and to the customer. Utilitarianism provides the foundation for early behaviourist arguments that suggest that people’s behaviours are driveable and changeable and that extrinsic rewards can bring expected behaviours and performance (e. . Maltzman, 1960; Pryor et al. , 1969as cited in Zhou, Zhang, & Sanchez, 2011). While like being cited in in Zhou, Zhang, & Sanchez, (2011), In contrast to utilitarianism, romanticism emphasises intrinsic motivations as effective instruments to improve creativity and innovative performance (Deci and Ryan, 1985; Amabile, 1997; Hennessey and Amabile, 1998). This is shown by approaching both intrinsic and extrinsic motivation, the managers can bring out the staff individual creativity the most.

Extrinsic reward and intrinsic motivation have positive interaction effects on the innovative behaviour of employees (Zhou, Zhang, & Sanchez, 2011). When employees believe that their organization is concerned about them and cares about their well-being, they are likely to respond by attempting to fulfil their obligations to the organization by becoming more engaged. Further, because employees tend to view their supervisor‘s orientation toward them as indicative of the organization‘s support (Rhoades and Eisenberger2002 as cited in, Ram & Prabhakar, 2011).

A company is like a family where the top management are the parents and the staffs are their children. Engagements of employee in the company are important to work things out where they are the one that perform the task and deal with the customer. To make sure every staff involved and perform their best throughout the task, intrinsic motivation and extrinsic reward can be used by the manager to approach the staff. Hence, to extrinsically rewarding the staff are, according to Amin, (2011) set a group and individual goals and measure outcomes.

You need to reward people that achieved their goals and you have to have consequences for underachiever which can be in the form of more training. Goal setting, getting employees motivated to achieve objectives, and recognizing them for their achievement is a proven method that pushes business forward and is one of the best examples of extrinsic motivation in a company. Furthermore, to intrinsically motivate your team so they can really work together and make employee engagement in the company harmonize, you have to create the conditions where your employees get turned on by doing the work they do (Amin, 2011).

Having looked at both intrinsic motivation and extrinsic reward, it can be said that it is depend on situation and the staff behaviour on how to approaches them intrinsically or extrinsically. As put by Gallo and Ronaldo (2011), Intrinsic motivation is generally considered more desirable, yet it is difficult to encourage intrinsic satisfactions without the use of extrinsic motivators, as the two seem related to each other and to the learning process in undefined ways (Loo, Fatma, Wardah, and Zorah, 2012).

While another fact that can be observed from the above discussion and examples is that intrinsic rewards are mostly qualitative in nature and cannot be quantified for example more respect, recognition etc. Whereas extrinsic rewards are more of a quantitative in nature (Anon. 2012). Furthermore proper balance of intrinsic and extrinsic motivation needs to be used and one should try to emphasize more intrinsic support measures, but feel that extrinsic measures such as reward system can be used as a further support and motivational factor.

In fact, the reward system that is the focus of this study illustrates how an extrinsic reward system relies on intrinsic motivation. If the system does not use rewards which are intrinsically motivators for the students, then it is not likely to be successful as a whole (Ahmed, 2012). Rather than considering these motivational factors as opposites, try to remember that most people are motivated by a combination of the two. And that such motivation is also influenced by a number of other complexes, social and economic factors, such as age, family status, and so on (Anon, 2007).

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