In most cases, people believe that extrinsic rewards like money, material goods, trophies, and so forth is truly the best way to motivate a person. On the contrary, Daniel H. Pink's Drive, reveals that is not true. Furthermore, Pink argues that motivation through extrinsic incentives or what he calls motivation 2.0 is an outdated system that should replace Motivation 3.0. According to pink motivation 3.0 is an intrinsic incentive, where completing a task is self rewarding. Additionally, Pink classifies a person's conduct as behavior Type X or Type I. People encouraged by extrinsic rewards display behavior Type X, whereas people inherently satisfied with an activity display behavior Type I. In addition, pink explains that motivation 3.0 derives
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In an autonomous workplace, there is less managing and greater freedom for employees to make decisions best fitting for them, in the completion of a task. Therefore, autonomy increases performance because those choices give employees' comfort, enjoyment, and confidence on the job. For example, Pink describes how three scientific researchers examined employees at work under autonomy. After the scientific experimentation came to a conclusion Pink stated, "These bosses saw issues from the employee's point of view, gave meaningful feedback and information, provided ample choice over what to do and how to do it, and encouraged employees to take on new projects. The resulting enhancement in job satisfaction, in turn, led to higher performance on the job” (Pink, 91). In this example Pink explains the successful outcome of autonomy produced when employees have sufficient liberty to choose a task and how to complete it. As a result autonomy proves to help increase the performance of employees because they enjoy this great amount of liberty in the workplace. These employees were previously, extrinsically motivated with money so they were more interested in the monetary rewards and less on the task. However, with autonomy the behavior of employees shifted from behavior Type X to behavior Type I. Overall, this aspect of motivation 3.0 is effective because it creates happy employees and encourages …show more content…
Therefore, employers need to be more actively involved in the development of their employees’ abilities to strengthen their interests in their duties and enhance their creativity. For example, Pink describes how in the twentieth century, many jobs required employees to follow and repeat a set of instructions to complete a certain task. However, Pink asserts that this repetitive process also known as an algorithmic task is not okay for the twenty-first century. Furthermore, Pink argues, “…work has become more creative and less routine, it has also become more enjoyable” (Pink, 30). Therefore, employers need to adopt for their employees, a heuristic approach to the completion of a task which means to search the best possible solution to a problem. Thus, mastery allows employees to take on greater tasks through practice and progress and heuristic tasks. Therefore, these employees have intrinsic motivation because mastering a challenging task is very self-rewarding after succeeding. Whereas, for algorithmic tasks people display a lack of interest and only do the job for the extrinsic reward, in this case money. Furthermore, mastery can help produce creativity by realizing a person’s full potential. However most jobs impede employees from progressing because employers motivate their workers with “if then” incentives, which are rewards
In an autonomous workplace, there is less managing and greater freedom for employees to make decisions best fitting for them, in the completion of a task. Therefore, autonomy increases performance because those choices give employees' comfort, enjoyment, and confidence on the job. For example, Pink describes how three scientific researchers examined employees at work under autonomy. After the scientific experimentation came to a conclusion Pink stated, "These bosses saw issues from the employee's point of view, gave meaningful feedback and information, provided ample choice over what to do and how to do it, and encouraged employees to take on new projects. The resulting enhancement in job satisfaction, in turn, led to higher performance on the job” (Pink, 91). In this example Pink explains the successful outcome of autonomy produced when employees have sufficient liberty to choose a task and how to complete it. As a result autonomy proves to help increase the performance of employees because they enjoy this great amount of liberty in the workplace. These employees were previously, extrinsically motivated with money so they were more interested in the monetary rewards and less on the task. However, with autonomy the behavior of employees shifted from behavior Type X to behavior Type I. Overall, this aspect of motivation 3.0 is effective because it creates happy employees and encourages …show more content…
Therefore, employers need to be more actively involved in the development of their employees’ abilities to strengthen their interests in their duties and enhance their creativity. For example, Pink describes how in the twentieth century, many jobs required employees to follow and repeat a set of instructions to complete a certain task. However, Pink asserts that this repetitive process also known as an algorithmic task is not okay for the twenty-first century. Furthermore, Pink argues, “…work has become more creative and less routine, it has also become more enjoyable” (Pink, 30). Therefore, employers need to adopt for their employees, a heuristic approach to the completion of a task which means to search the best possible solution to a problem. Thus, mastery allows employees to take on greater tasks through practice and progress and heuristic tasks. Therefore, these employees have intrinsic motivation because mastering a challenging task is very self-rewarding after succeeding. Whereas, for algorithmic tasks people display a lack of interest and only do the job for the extrinsic reward, in this case money. Furthermore, mastery can help produce creativity by realizing a person’s full potential. However most jobs impede employees from progressing because employers motivate their workers with “if then” incentives, which are rewards