More than 4 decades of research and 9 meta-analyses have focused on the undermining effect: namely, the debate over whether the provision of extrinsic incentives erodes intrinsic motivation. This review and meta-analysis builds on such previous reviews by focusing on the interrelationship among intrinsic motivation, extrinsic incentives, and performance, with reference to 2 moderators: performance type (quality vs. quantity) and incentive contingency (directly performance-salient vs. indirectly performance-salient), which have not been systematically reviewed to date. Based on random-effects meta-analytic methods, findings from school, work, and physical domains (k = 183, N = 212,468) indicate that intrinsic motivation is a medium to strong predictor of performance (ρ = .21-45). The importance of intrinsic motivation to performance remained in place whether incentives were presented. In addition, incentive salience influenced the predictive validity of intrinsic motivation for performance: In a "crowding out" fashion, intrinsic motivation was less important to performance when incentives were directly tied to performance and was more important when incentives were indirectly tied to performance. Considered simultaneously through meta-analytic regression, intrinsic motivation predicted more unique variance in quality of performance, whereas incentives were a better predictor of quantity of performance. With respect to performance, incentives and intrinsic motivation are not necessarily antagonistic and are best considered simultaneously. Future research should consider using nonperformance criteria (e.g., well-being, job satisfaction) as well as applying the percent-of-maximum-possible (POMP) method in meta-analyses.

Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis.

Self-determination theory (SDT) is a macro theory of human motivation that evolved from research on intrinsic and extrinsic motivations and expanded to include research on work organizations and other domains of life. We discuss SDT research relevant to the workplace, focusing on (a) the distinction between autonomous motivation (i.e., intrinsic motivation and fully internalized extrinsic motivation) and controlled motivation (i.e., externally and internally controlled extrinsic motivation), as well as (b) the postulate that all employees have three basic psychological needs—for competence, autonomy, and relatedness—the satisfaction of which promotes autonomous motivation, high-quality performance, and wellness. Research in work organizations has tended to take the perspectives of either the employees (i.e., their well-being) or the owners (i.e., their profits). SDT provides the concepts that guide the creation of policies, practices, and environments that promote both wellness and high-quality performanc...

Self-Determination Theory in Work Organizations: The State of a Science

In this article, I present a model of knowledge-sharing motivation based on a combination of the theory of planned behavior (TPB) and self-determination theory (SDT), along with a review of research supporting the model and suggestions for future research and methodologies to study knowledgesharing behavior. I also give suggestions for designing five important human resource management (HRM) practices, including staffing, job design, performance and compensation systems, managerial styles, and training. © 2009 Wiley Periodicals, Inc.

A model of knowledge‐sharing motivation

How transformational leadership and employee motivation combine to predict employee proenvironmental behaviors in China

Self-determination theory proposes a multidimensional representation of motivation comprised of several factors said to fall along a continuum of relative autonomy. The current meta-analysis examined the relationships between these motivation factors in order to demonstrate how reliably they conformed to a predictable continuum-like pattern. Based on data from 486 samples representing over 205,000 participants who completed 1 of 13 validated motivation scales, the results largely supported a continuum-like structure of motivation and indicate that self-determination is central in explaining human motivation. Further examination of heterogeneity indicated that while regulations were predictably ordered across domains and scales, the exact distance between subscales varied across samples in a way that was not explainable by a set of moderators. Results did not support the inclusion of integrated regulation or the 3 subscales of intrinsic motivation (i.e., intrinsic motivation to know, to experience stimulation, and to achieve) due to excessively high interfactor correlations and overlapping confidence intervals. Recommendations for scale refinements and the scoring of motivation are provided. (PsycINFO Database Record

/pdf/testing-a-continuum-structure-of-self-determined-motivation-qazpmvc5gh.pdf

Testing a Continuum Structure of Self-Determined Motivation: A Meta-Analysis

We conducted a field study to test the applicability of the job characteristics model (JCM) in volunteer organizations and examine the impact of job characteristics on volunteer motivation, satisfaction and intent to quit, as well as test a measure of volunteer performance. One hundred and twenty-four volunteers completed measures of job characteristics, motivation, satisfaction, and intent to quit. Supervisors rated volunteer task performance and organizational citizenship behaviors (OCB). Results showed that job characteristics were related to volunteers’ autonomous motivation, satisfaction and performance. Autonomous motivation acted as a mediator in the relationship between job characteristics and satisfaction. The theoretical and practical implications of these findings are discussed.

/pdf/designing-volunteers-tasks-to-maximize-motivation-44ue6xi9rz.pdf

Valérie Millette

Papers

Designing volunteers' tasks to maximize motivation, satisfaction and performance: The impact of job characteristics on volunteer engagement