The Impact of Motivational Processes on Individual Performance

Abstract

The paradox of motivation is explored. Emphasis is placed on a contingency framework evaluating which organizations are likely to benefit from motivational processes (i.e., intrinsic-extrinsic rewards) and which are more likely to pursue them. Drawing on the positive organizational behavior literature (social learning theory) and self-determination theory, we formulate a contingency that provides a platform for motivational processes: extrinsic motivation versus intrinsic motivation. In addition, we formulate three propositions that can be empirically tested. By focusing on individual productivity and performance coupled with individual motivation, we provide a model that can predict positive and negative effects of motivational processes. We suspect that motivational processes are paradoxically most used by organizations that are least prepared for motivational consequences (i.e., outside forces) to individual productivity and performance. We offer a new term for using the right amount of extrinsic-intrinsic rewards called the “Sweet Spot.”