Intrinsic and Extrinsic Motivation:

What Do You Look for in a Job?

15.1 THE INSTRUMENT AND ITS ADMINISTRATION

That do you look for in a job? It measures intrinsic and
extrinsic motivation or what
Herzberg called motivators and hygienes. The instrument contains 14
to intrinsic and 7 to extrinsic motivation. items, 7 related
It's administration is simple. It is
14 items depending on their self-administered, and respondents are asked to rank-order the
importance to themfrom 1 (highest rank) to 14 (lowest rank).

15.2 CONCEPTUAL FRAMEWORK

Maslow's (1954) famous theory of hierarchy of needs drew

tion. This theory distinguishes between attention to different types of motiva
development and growth of the individual,self-actualisation, which is the need characterised by
and the other needs, which make up for some
ciency. This distinction was dramatically sharpened by defi
motivation is most widely known, applied and discussed.Herzberg (1966a), whose theory of work
His theory is also called the two-factor
theory of motivation, as he discusses two main classes of the
Using the critical incident technique, Herzberg deficit and development needs.
dissatisfaction in their jobs. The analysis of his collected data about people's satisfaction and
data
needs that caused dissatisfaction if they were not led him to two sets of factors: one set of
met and another set which provided
satisfaction people. Using his background experience in the field of health,
to positive
atwo-factor theory. He classified the Herzberg proposed
various needs into, what he called, the hygiene factors
which may prevent dissatisfaction) and mouvators (factors (those,
can alsobe called extrinsic and intrinsic which may provide satis faction).These
the former
motivation respectively because, according to Herzberg,
needs are contextual (external or extrinsic) and the latter relate to
the content of the
job (internal or intrinsic). These are shown in Table 15.1.
 Intrinsic and Extrinsic Motivation: What Do You Look for in a Job? 127

TABLE 15.1 Herzberg's Two-factor Model of Work Motivation

HygieneFactor Motivators

Salary Advancement
Workingconditions Development
Companypolicy Responsibility
Supervision Recognition
Work group Work itsclf

Based on the review of several Indian studies using Herzberg's methodology, Roy and Raja
(1977) tentaively concluded that the evidence regarding the two factor theory of job satisfaction
and dissatisfaction, representing two different continual, found Support in most studies.
Jobssatisfaction andIdissatisfaction, representing two different continual, found support in most
studies. On the other hand, the motivators and hygienes have generally been found to influence
satisfaction and dissatisfaction in a mixed fashion. Whle intrinsic factors (e.g, job content,
promotion and growth) contribute to dissatisfaction,the extrinsic factors (e.g, security, co-worker
relaions and friendliness of superior) contribute to satisfaction. They also concluded that
cicsm about the Herzbergian model being method-bound and artefactual seemed also to apply
to the Indian context. It appears that the higher order needs of even the managers are thwarted
by organisational practices, Astudy of a sample of Indian managers found them equallydivided
berween lower and higher order needs; the order of needs was related directly with the level of
management and inversely with age.
Lawler and Porter (Roy &Raja, 1977) found that higher levels of management assigned greater
importance to intrinsic incentives such as interesting work and self-expression as determinants of
job satisfaction. The lower level groups preferred pay, sccurity and co-worker. Indian evidence
along these lines is also available. Laxmi Narain (Roy &Menon, 1977) found that overall need
satisfaction increased from lower to higher levels of management. Jaggi (1979) found higher-level
managers reporting higher order needs than managers at the lower level. Haire et al. (aggi, 1979)
tound Indian managers reporting the lowest degree of fulfilment of esteem and autonomy needs,
the second lowest fulfilment of actualisation needs in comparison with managers from other
countries. However, Pareek and Keshote (1982) did not find any hierarchical differences in a
group of Malaysian managers and executive trainees in a Malaysian agriculture bank.
Seven intrinsic motivational factors are advancement, interesting work, respect and recognition,
Tesponsibility and independence, achievement, atechnically competent supervisOr, and an equtable
Pay. 1he seven extrinsic motivational factors are security, adequate carnings, tringe benetits, com
fortable working conditions, sound policies and pracices, aconsiderate and sympatheic
company
Supervisor, and restricted hours of work.
128 TRAINING INSTRUMENTS IN HRD AND OD

IPNI measures the six needs: incusion (D), recognition (R), affiliation (A), extension (E.
control (C and influence (In) on tyo aspects of giving (G) and receiving (R).

15.3 SCORING

Ihe ranks given are added for intrinsic motivation (tem numbers 4, 6, 8, 9, 10, 12 and 14) and for
extrinsic motivation (tem numbers 1, 2,3,5, 7,11and 13). The lower the score, the higher is the
value given to the concerned motivational factors.

15.4 RELIABILITY

Split-half reliability (N= 108) was found to be 0.88.

15.5 VALIDITY

Factor analysis (principal axis factoring with Varimax solution) of data from a Malaysian bank (N
= 108), using a two-factor solution, is given in Table 15.2. Out of seven extrinsic aspects, six are
included in Factor 1(which explains 42% variance). Restricted hours of work have almost zero
loading on both the factors. This aspect seems to be irrelevant to motivation. Equitable pay is a

TABLE 15.2 Factor Loadings*

Aspects Factor 1 Factor 2

1. Security 0.75
2. Adequate earnings 0.63
3. Fringe benefits 0.93
4. Advancement 0.73 0.35
5. Working conditions 0.88
6. Interesting work 0.40
7. Company policy 0.31

8. Respect and recognition 0.75 0.54

9. Responsibility/independence 0.53

10. Achievement 0.37 0.65

 Intrinsic and Extrinsic Motivation: What Do You Look for in a jobr 129

Aspects Factor 1 Factor 2

11. Considerate supervisor 0.76 0.57

12. Competent supervisor 0.49

13. Restricted work hours

14. Equitable pay 0.67

Note: *Loading of 0.3 and above are given.

loading on Factor 1 but not on Factor 2, although this is incuded in intrinsic motivation. Three
intrinsic aspects-advancement, recognition and achievementalso have significant loading on
this factor. This is a general motivation factor.
Factor 2 (explaining 8% variance) is a pure intrinsic motivation factor, although 'considerate
supervisor also has high loading on it, and 'equitable pay' has very low loading,
The factor analysis has partially validated the two-factor classification. When intrinsic and
extrinsic motivations were correlated, in one case (N = 65), the correlation was 0.87, and in the
other (n = 43), it was 0.99. Further work is needed on the instrument.

15.6 NORMS
given in
Mean values of all 14 items and extrinsic and intrinsic motivation for a group are
Table 15.3.

TABLE 15.3 Mean and SD of Factors in Jobs

Mean SD
4.5 5.8
1. Security
4.6 4.5
2 Adequate earning
7.4 7.3
3. Fringe benefits
4.7 5.2
4. Advancement
9.0 8.4
5. Comfortable working conditions
3.6 2.9
6. Interesting work
8.3 3.2
7. Sound company policies and practices
9.5 9.4
8. Respect and recognition
(Table 15.3 Continued)
130 TRAINING INSTRUMENTS IN HRD AND OD

(Table 15.3 Continued)

Mean SD

9. Responsibility and independence 7.1 3.6

10
Achievement 7.0 4.3
11.
Considerate and sympathetic supervisor 11.6 10.5
12. Technically competent supervisor 11.4 3.2
13. Restricted hours of work 11.5 3.3
14. Equitable pay 10.1 6.3

15.7 USE FOR HRD

This instrument can be used to help participants become aware of their
motivational
Without intrinsic motivation, creative work cannot be done and growth does not profle.
occut. The
participants can discuss in small groups what could be done in a department or
organisation to
develop intrinsic motivation amongst employees.