According to Cherry & Jacob (2017), “most researchers will agree that motivation is complex and involves a combination of extrinsic, or external, rewards, such as money, benefits, and working conditions, in addition to intrinsic, or internal, needs for recognition, self-esteem, and self-actualization” (p. 306). Those that are extrinsically motivated are motivated by external rewards, while those who are intrinsically motivated are motivated by internal factors. To motivate someone who is extrinsically motivated, offering external rewards, such as offering a reward after achieving certain goals could be beneficial. For example, there are bonuses offered in some offices when staff achieve certain defined outcomes. To motivate someone who is intrinsically motivated, motivation comes from within the individual. Promoting an environment where that person feels appreciated and heard is particularly important, to meet needs for recognition, self-esteem, and self-actualization (Cherry & Jacob, 2017). This can be done by stating appreciation and thanks for tasks completed and done well.
According to Huber (2014), “common purpose, agreed-on performance goals or results-driven structure, competent members, a common approach for the work, complementary skills, collaborative relationships, mutual accountability, standards of expertise, problem-solving and decision-making skills, and interpersonal skills” are all characteristics of good and effective teams (p. 126). To be performance-driven, teams must have each of these characteristics and execute the required tasks to achieve the desired results. Their focus will be on their performance as team, meaning each of these characteristics need to be executed at a high level.
References
Cherry, B., & Jacob, S. (2017). Contemporary nursing: Issues, trends, & management (7th Ed.). St. Louis, Missouri: Saunders Elsevier.
Huber, D.L. (2014). Leadership and nursing care management (5th Ed.). St. Louis, Missouri: Saunders Elsevier.
Comment # 2:
Intrinsic and extrinsic motivation are inherently different. Intrinsic motivation comes from the desire within the person to perform at a high level for the sake of doing well (Cherry, 2018). Most intrinsically motivated individuals enjoy doing things well and enjoy a job well done for no other reason outside of themselves. Extrinsic motivation comes from outside factors such as gaining a reward or avoiding a punishment. Most of these individuals are only motivated by what they will get if they perform a certain task such as a pay check at work or avoiding a speeding ticket by driving the speed limit.
In the workplace, it is beneficial for nursing leaders to understand what motivates their staff from an intrinsic versus extrinsic perspective. Intrinsically motivated employees would respond best from praise for a job well done from their supervisors. They typically would need little more than a verbal recognition or a handwritten thank you card to feel appreciated and to continue their high performance. Extrinsically motivated individuals would need something more than the “pat on the back” to feel appreciated. These employees would prefer to be given something more tangible such as financial rewards like a performance bonus, gift cards, raises, better shifts, etc. These types of rewards are typically more difficult to give out in many healthcare organizations, but it is an important point to be aware of as a leader, manager or supervisor.
The best performance driven teams share characteristics of both intrinsic and extrinsic motivation. Each team member would value both intrinsic motivations, so they can feel the satisfaction of their contribution to the team as well as the extrinsic rewards that typically come with high performance. Most high performing teams blend the two together very well to get the most out of each individual contribution.
Reference
Cherry, K. (2018, October 19). Extrinsic vs. Intrinsic Motivation: What’s the Difference? Retrieved January 2, 2018, from https://www.verywellmind.com/differences-between-extrinsic-and-intrinsic-motivation-2795384
