Extrinsic vs intrinsic motivation mcat full#
Fundamentally, the technical manager should recognize that he or she needs to have credibility in the organization when providing rewards there needs to be full assurance there is a distinct relationship between effort and outcome otherwise, it will be assumed that either capriciousness or cronyism is the source of the reward. Reward systems, as noted, are also somewhat different with technical staff. And finally, operational autonomy is relevant for individuals and teams to become highly motivated providing an environment where freedom to make choices within the execution of goals enhances both personal responsibility and initiative. In fact, in some cases, where exposure to financial and business concepts and tasks are apparent, this process will allow the technical executive to (self) identify those who have potential to be scientific managers, rather than scientists who emulate managers, to the benefit of the entire organization. Moreover, it is relevant to be aware of matches between articulated and demonstrated staff competencies and job requirements (“fit”) within a project team, in order to keep motivation high. Inclusion into a project team where there is documented participation, and where success results not only in pride of accomplishment but also peer respect (particularly outside the company) is a key factor in motivating technical professionals. Further, the nature of the work must have some level of perceived importance in the organization, with diversity of activities to provide an opportunity for additional learning.
![extrinsic vs intrinsic motivation mcat extrinsic vs intrinsic motivation mcat](https://files.speakerdeck.com/presentations/b2aba00b8f744fb0a4cd302dc902362b/slide_3.jpg)
It has been shown that technical staff, while appreciating financial rewards and prompt career advancement, are far more interested in working on interesting technical projects and/or challenges, and utilizing and developing their abilities within their field of expertise. Part of the design of a work environment that enhances motivation in technical organizations revolves around the type of work assigned to each individual or group. As leaders, it is important to recognize that by designing this context in which individuals and groups work, the motivation (and thus behavior) of individual employees is influenced, to either drive or kill motivation (and it is significantly easier to do the latter). It has been shown that the context of the settings in which individuals work – including the structures, corporate and operational strategies, reward systems, and leadership – significantly influences behavior and focus, which then shape attitudes, manifest by expectations, choices, interpretations, and behavior. Indeed, it is within the context of the technical work environment that these needs are articulated. Creating an environment that takes into account such needs is a fundamental responsibility of technical leadership. There are a variety of studies noting the importance of active listening for managers, to fully comprehend needs and backgrounds. There are a variety of texts providing an excellent review of the cognitive theories of motivation (see, for example, Katz, The Motivation of Professionals, in The Human Side of Managing Technological Innovation, 2004).įor the technical executive, the motivation of groups starts with the individual.
![extrinsic vs intrinsic motivation mcat extrinsic vs intrinsic motivation mcat](https://sortsmart.com/content/1-blog/1-mcmaster-study/image18-1.png)
One of the most relevant and most difficult aspects of technical leadership revolves around motivation it is a key managerial responsibility, and in particular, has distinct characteristics within a technical organization. Liang MD, PHD, MBA, in The Pragmatic MBA for Scientific and Technical Executives, 2013 Motivation