Intrinsic rewards

“I find intrinsic rewards much more important than extrinsic ones such as pay”

“It’s sad how employers often do not realize how much difference intrinsic rewards play a part in peoples motivation. If I am made feel like I’m valued,

appreciated and that I am an important asset to the company, if had a significant positive effect on my motivation”

Intrinsic rewards are simply feelings or getting a feeling through an intangible thing; feeling appreciation, inspiration, satisfaction, pride, accomplished, fulfillment and gratification for ones work. Just simply enjoying ones work may be an intrinsic rewards. The goal in this area was to understand if participants needed an outside party, such as their manager or colleague, or even a higher operator in order to be motivated by intrinsic rewards, or would they be able to get to the feelings on their own.

“It is highly motivating when my efforts and job well-done are noticed”

“I am quite surprised that I will be saying this, but I think I secretly really want public recognition, and getting that might be a huge boost of

confidence and motivation”

“Confidence definitely boosts my work motivation, so when someone tells me I am doing things right I get more motivated because I want to do even

better”

“I find intrinsic rewards really important. Reward does not always need to be something physical. Kind words and feedback sometimes really do the

job and motivate you.”

Many participants wanted to feel like they were appreciated and valued at their jobs in order to be motivated. This did not necessarily mean getting direct feedback or appraisals for ones work or possible accomplishments, but just the organizational culture emphasizing how much employees and their efforts were being valued. Few participants admitted that to their own surprise they actually did want public recognition and felt that it was something that would have a significant effect on their motivation. This was though said to be bonus on top of other intrinsic rewards. When work was provided adequate amount of intrinsic rewards it would boost confidence, which would then result into increased motivation.

“I have noticed decrease in my motivation lately. I think it has to do with not feeling appreciated enough. Seeing others getting appraised for something they do, and never getting it myself, even though I feel like I

would deserve it”

“Sometimes I feel like I am being taken for granted, and that definitely does not do good for my motivation”

“One of my colleagues recently complained about never getting any recognition or feedback and how it was effecting her motivation. I understand, of course it does, but people too often rely on just something coming up to them and giving them appraise. I think that you can go and

ask for it yourself, or even demand it”

“I think I would feel really worthless if no one ever told me I was doing a good job. It would be degrading and would lower my motivation a lot. I

might change work for that”

“I don’t need extra appraisal for what I do, but of course it is nice. You usually do know when you are doing things right, and that is enough to

motivate me. I push myself a lot and I am also my worst critic”

As expected, the lack of intrinsic rewards and the sense of being valued and appreciated, and never getting feedback and recognition was thought to be demotivating to most participating Generation Y representatives. Many had felt at times that their efforts were not valued enough which had lead to decrease motivation. Two participants said that they had left a good job because they felt like they had been taken for granted and were not appreciated enough, which had significantly decreased their motivation. They talked about how much they valued themselves, their skills and capabilities, but admitted that it had taken them a long time to leave their work because other aspects of it had been good. Most participants thought that the employer had the responsibility on ensuring that employers need for intrinsic rewards was being met, and that they were getting proper feedback and recognition. Only three participants admitted that they were just as much responsible and their employer or the organization they worked for to ensure that these needs were being met, and if they were not, that they should bring the matter out on to discussion to improve the situation and their own motivation. These individuals also felt that feeling accomplished and having a sense of pride over their work came

from within them and did not necessarily have anything to do with what their employer was offering. These inner feelings were at times motivators of their own and outside party was not needed to ensure this.

“Getting appraised feels great when you’ve done things right and it is motivating, but it is not the reason why I want to do my work well”

“I don’t need extra appraise, but of course it makes me feel good and it increases my motivation. But it is not the reason I work, and it should not be that important, as desire and motivation for work should come from within”

As all participants admitted feedback having an effect on their motivation and it generally being a positive thing, four individuals brought forth the idea that even though they appreciated getting feedback, especially positive feedback, it was not a sole reason they wanted to do better or due which they were motivated. These individuals felt that the desire to do well, perform better and to exceed all expectation was something that should come from within, and which should not be only be to get validation. They described themselves as very competitive and driven, which resulted into them wanting to continuously improve their performance at work, and also outside of work and if its resulted into positive feedback then that was purely just an added bonus.

“At my previous job we got annual feedback from out superior, and that was pretty much it. Then you had to wait another year to hear anything about your performance, or actually if they were not happy with you, they

would tell your, but good things were only mentioned once a year. In my current job I get feedback regularly, both from my colleagues and the people above me and I have definitely noticed the importance of it and how

much it increases my motivation”

“Getting personal feedback is highly important, regardless whether is positive or constructive. It motivates to know that someone is paying

attention”

“I just recently had a discussion with my team leader about feedback and the effects of it in terms of my motivation. I do not want to be rated on a scale from one to five, that doesn’t tell me anything. Rather in order to keep

me motivated I need verbal feedback, mutual discussion and just in general open dialogue”

When it came to getting concrete feedback for ones performance verbal feedback was said to be much more effective to increase work motivation rather than numerical, where individuals skills and performance were rated on a numerical scale. These Generation Y member wanted elaborate and descriptive feedback in order to be motivated. I several cases the it was noted, that constructed yearly feedback sessions were not enough, and that feedback should be regular.

Participants had felt demotivated when realizing that in cases where they were getting regular feedback it was most often negative, not even constructive, and they felt that their accomplishments and good results were often overlooked and only mentioned when managers or superiors were forced to conduct yearly performance reviews for example.

“When it comes to positive feedback and recognition, there is a certain limit to it. If someone constantly keeps telling me how great I am doing, it does

not motivate me, and perhaps it even does the opposite”

“Getting feedback is always nice, but not vital for me. And too much is too much. Usually when you get it too much it starts feeling fake and even

patronizing”

It was brought up in few interviewees that there was such thing as getting too much feedback, even when it was all positive. Getting too much positive feedback would at points even lower ones motivation as the positive feedback would result into taking things for granted, and feeling too secure. It was emphasized, that if organizational culture was very feedback oriented, that they should have innovative and versatile way of giving feedback and appraisals in order for it to actually result into increased motivation.

“To be honest I do not think I would be motivated to do anything else than what I am doing. So yes, all that being creative and learning and all that is a major part of my work motivation. And being able to effect what I do and

to get to do my own thing so to speak”

“I also need to be able to do things my way, and not have someone there all the time telling me what to do. I need to feel trusted which I believe

increases my motivation”

“I need to be have a certain kind of freedom at work, meaning that I’m being trusted, and I can do things my own way. That motivates me”

Many participants said that their ultimate dream was to do work that did not necessarily feel like work. Words such as inspiring, expressive, fun, achievements, trust, creative, fulfilling and freedom were often used to describe the ideal work situation where they thought they would be most motivated in. This often culminated into the idea of having power and freedom over ones work position, their tasks at work and the possibility to effect on what their jobs would look like. Fifteen out of the twenty-two participants mentioned that having their superior, manager or boss trusting them to be able to manage their own work and to make independent decisions, or even being their own boss increased their work motivation. Similarly feeling like they were being monitored and under scrutiny decreased their motivation.