Assignment 1, Research based Assignment

Articles Reviewed:
1. This article gives view on whether the two motivation factors Intrinsic or extrinsic is
the driving force of an employee’s performance in an organization. It also relates the
factors with the role of an individual in an organization.
This article is based purely on theoretical approach. The theoretical model of
Hackman and Oldham is used for determining the interaction between the Individuals
differences and the characteristic of one’s job. The effect of this interaction on one’s
satisfaction, Motivation and Productivity is studied. The literature review for the article
was done with JSTOR database via the University of North Texas’ Online library
system.
The Lower level employees are more dependent on extrinsic motivational
factors and on the other hand high position employees are driven by internal
motivational factors. Higher level positions are in need of external motivation to but
the most dominant one is the intrinsic factors. Both the factors have to be implied
depending upon individuals and both are not comprisable to each other.
Organizations should utilize motivational factors accordingly to various
levels of employees for the successful performance of it. Employers must be particular
to their employees about what factors are to be met to attain those extrinsic factors so
that the desired outcome is seen from them.
2. The valuation of intrinsic and extrinsic motivation is a wide area to be understood. Not
all the internally felt emotions are the only reason for intrinsic motivation. And also not
all the reward system and other external factors are the reason for an employee to be
motivated externally. Collaboration of intrinsically motivated employee and an
extrinsically motivated person, how the intrinsic motivation comes into play when a
person does a work only for the reason of working along with a favorite person, how
external rewards can infuse internal motivation are all studied from works of various
personalities around the world.
Theoretical study was the method used. Article and works of numerous
persons around the world was studied and bought some conclusions over it. The
Literature review was possible through Singapore Ministry of education through the
 Singapore MIT International Design center.
Study of both type of person is needed to understand the full depth of these
emotional factors. The condition in which such a pairing will work out are yet too
studied in depth. There is a long way to go before we understand how different
configurations of motivation among individuals may impact the work culture.
3. The motivational factors differ by various factors. One such thing is the Individual Pay
for performance (IVPFP). The IVPFP is found to be undermine the intrinsic motivation
in a workplace, so the controlling effect was studied which acts as a mediating role
between intrinsic motivation and IVPFP. Theoretical and Practical implications of
compensation and Motivation were compared for the study.
The study was conducted in various organizations where only the permanent
employees who were enrolled for Pay for performance plan was studied. Two Timely
survey were conducted. Survey 1 was on PVP’s and survey 2 was on intrinsic
motivation. Structure Equation model (SEM) was used for determining the
hypothesis.In the early stage of development Exploratory Factor analysis was used for
scale development. Six item scale method was used to study the intrinsic motivation
factor. WLMSV estimator was used to perform the CFA.
The study resulted in testing the hypothesis, which stats that IVPFP has a
negative effect on intrinsic motivation. High IVPFP led employees to expect the same
in the future and employees with Low IVPFP are found to be motivated internally for
the completion of the Work. Thus controlling effect mediates the negative relationship
between intrinsic motivation and IVPFP.
Thus a meaningful support for the fact that IVPFP has a negative effect on
intrinsic motivation was provided. Further the study can be expanded on various terms.
The basic pay for the employees was not considered, the nature of work was
generalized and also the region of study was confined to European countries.
4. Motivational factor is a key area for an organization for successful functioning of the
employee. The results of motivational factors are better performance, goal achievement
and the most important one creativity. The creativity factor associated with Learning
goal Orientation and Performance Goal Orientation is studied with collected samples
and various parameters associated with it. Further the Findings have some limitations
 which are considered as the future area of development.
Sample and data collection was used to determine the results. Population sample
from Pakistan based organization was collected. Two sets of data were collected. The
managers attending executive programs in universities and collective data of an
employee and his corresponding supervisors. Various control variables such as
education level, Hierarchical level, Work experience, association period, Industry were
used.Theoretical analysis led to 5 hypothesis. These hypothesis are analytically
analyzed by regression analysis and results for these analysis are tabulated. How the
results supported the hypothesis was concluded.
The Regression analysis was done at two levels. The initial analysis states,
Radical creativity is often associated with intrinsic motivation whereas Incremental
creativity is often due to the extrinsic motivations. Also relating to LGO and PGO, The
person with high LGO has better radical creativity than with the lower one. The PGO
was insignificant for radical creativity. PGO was always leading to incremental
creativity and its gives better result in person with high PGO.The practical Implications
may help the managers to imply specific motivational factors to promote the desired
creativity of the organization and thus enhancing the performance of the organization.
The result of the above method may provide significant results, but further many
implications can be done for achieving better results. The sample collection was in
Pakistan and hence the cultural factor can be varied and analyzed, the control variables
for the study can be varied and used in different combinations.
5. The Purpose of this article is to find a synergy between Intrinsic and extrinsic
motivational models. This is to find an alternate for the definition that extrinsic
motivation kills intrinsic motivations. Two methods where conceptualized in this
article.
Two compatible Mechanism was proposed for this findings. One is the extrinsic
in service of the intrinsic motivation. The second one is the Motivation work cycle
match. It’s a theoretical way of findings.
For the first mechanism it is found that some external motivators such as
recognition and feedback that confirms once competence and also tells how to increase
the competence has a positive effects on extrinsic motivation. To support the second
 one intrinsic motivation are required during problem presentation and idea generation
stages and extrinsic motivation in the later stages of development.
The motivational factors are slightly dependent on each other and thus cannot be
stated that one is superior over the other. Proper usage of the motivational factors at the
proper timings leads to best results. Different individuals have different level of
motivation and are influenced by various factors.

References:
1. Arielle Turner | (2017) How does intrinsic and extrinsic motivation drive performance

culture in organizations?, Cogent Education, 4:1, 1337543

2. Beth Hennessey, S. M. (2015). Wiley Encyclopedia of Management. Organizational

Behavior, Volume 11.

3. Bård Kuvaas1 · Robert Buch2, 3. ·. (2020). Individual variable pay for performance,

controlling effects,. Motivation and Emotion , 44:525–533.

4. Butt1, M. A. (2019). Distinct effects of intrinsic motivation and extrinsic rewards on.

Journal of Organizational behaviour, 1–14

5. Dermer, J. (2017). The Interrelationship of Intrinsic and Extrinsic Motivation. Academy

of Management Journal, 1.