Extrinsic motivation occurs when individuals engage in an action or event to receive compensation or escape consequences. Individuals will partake in action not because they deem it enjoyable or fulfilling but because they anticipate receiving an incentive in exchange or avoiding something undesirable. Intrinsic motivation occurs when individuals indulge in actions for their own sake. People engage in practices for the event’s sake, not for its tangible reward, since the action serves as its remuneration. In my perspective, extrinsic motivation serves as the most robust external reward. It may inspire a person to participate and be involved in an activity in which they were previously uninterested. For employees, extrinsic incentives inform them when their behavior has met a threshold deserving of encouragement. Therefore, workers would be working to their best since they expect some remuneration. For instance, companies may reward hard-working personnel through promotions to encourage their effectiveness and higher workforce productivity.
According to Herzberg, accomplishment, appreciation, the profession itself, commitment, and progression are the five aspects of employment that bring happiness. Organizational dynamics, leadership style, surveillance, compensation, professional relationships, and workplace conditions, on the other hand, are all factors that might disempower people, according to Herzberg (Ju 3). On the other hand, as per the equity hypothesis, personnel will compare their contribution to a task against the result they obtain from it (Kollmann et al. 103). The more incentives they earn, the more satisfied they will be.
The similarities between the two motivational theories are as discussed herein. Both theories provide for the extrinsic motivation of employees. According to Herzberg, workers should be elevated after completing particular stages of their careers. Substantial achievements should be recognized, such as when they create excellent outcomes in their fields of study (Ju 3). Equity theory proponents enumerate that workforce job satisfaction and commitment will rise when employment qualities such as additional incentives are provided (Kollmann et al. 103). Additionally, they both stress the importance of workplace conditions on the performance of employees. A better and improved organizational environment would inspire employees to perform efficiently, thus increasing work output.
However, the two concepts differ where it relates additional motivation of employees within an institution. For example, authors of equity theory enumerate that individuals evaluate their input-output ratio to that of other colleagues and, if they believe it is equitable, they would feel satisfied (Kollmann et al. 103). Therefore, personnel become unhappy and less enthusiastic when they sense an inequality in their input-output ratio than coworkers. On the other hand, Herzberg enumerates that in addition to extrinsic incentives that motivate laborers, hygiene factors, such as organizational policies and compensation, also play a crucial role in employee job satisfaction.
I tend to believe that Herzberg’s theory of motivation is the best compared to the equity hypothesis. Herzberg does not merely concentrate on the external rewards that motivate a laborer. Instead, he provides additional elements within the organization that could affect how employees are inspired to work. For example, the hygiene factors proposed, firm culture, oversight, employee-boss interactions, work environment, compensation, and peer interactions provide additional insight into how businesses might empower their staff. Moreover, the Two-Factor motivation theory does not solely focus on eliminating employee dissatisfaction but also provides the essentiality of a hygienic workplace environment.
In motivating myself, I would establish my objectives and be ascertained that external circumstances have no bearing on my objectives. When external factors impact my ambitions, I will lack the intrinsic motivation to advance when confronted with hurdles. Additionally, creating a vision board for my aims would help inspire me towards achieving my set targets. The board may be created using words, images, infographics, or anything else to help me envision my ambitions. As an incentive for completing my task, I would go on a field trip or take myself out for lunch. Employee motivation is an essential factor in any organization as it provides for increased worker effort and efficiency. I would reward my future employees through promotions and salary increments for their output and productivity.
Works Cited
Ju, Jia. “The Application of Herzberg’s Two-Factor Theory in Management: Taking Huawei and Lenovo as Examples.” Proceedings of Business and Economic Studies, vol. 4, no. 2, 2021, pp. 1-5
Kollmann, Tobias, et al. “What Satisfies Younger Versus Older Employees, and Why? An Aging Perspective on Equity Theory to Explain Interactive Effects of Employee Age, Monetary Rewards, and Task Contributions on Job Satisfaction.” Human Resource Management, vol. 59, no. 1, 2020, pp. 101-115.