Effects of reward on intrinsic motivation—Negative, neutral, and positive: Comment on Deci, Koestner, and Ryan (1999).

Abstract

Meta-analyses indicated that rewards increase perceived self-determination and that rewards' effects on intrinsic motivation depend on the performance requirement. Reward for meeting vague performance standards reduced the subsequent choice to carry out the task and did not affect self-reported interest. Reward for meeting absolute performance standards did not affect free choice but increased self-reported interest. Reward for exceeding others increased both free choice and self-reported interest. Applied studies commonly found positive or null relationships between reward and intrinsic motivation. The findings suggest that reward procedures requiring ill-defined or minimal performance convey task triviality, thereby decreasing intrinsic motivation. Reward procedures requiring specific high task performance convey a task's personal or social significance, increasing intrinsic motivation.

Crowding Out Intrinsic Motivation in the Public Sector

“…Such a conceptualization acknowledges that the effect of rewards is determined by the nature of the task being performed and highlights the importance of other determinants of behavior such as self-efficacy and the nature of the motives themselves (Bandura 1977;Bartol and Locke 2000;Frese and Fay 2001;Locke and Henne 1986;Locke and Latham 1990;Thierry 1990). Reward procedures for poorly defined performance result in lower intrinsic motivation, whereas reward procedures requiring specific task performance that signal personal or social significance result in increased intrinsic motivation (Eisenburger, Pierce, and Cameron, 1999;Wiersma 1992). Given that many tasks in prosocial public sector jobs are nonverifiable and effort is unobservable, high extrinsic rewards are likely to result in lower intrinsic motivation.…”

“…14 Our study contributes also to the debate on whether high levels of extrinsic rewards in the public sector could backfire as extrinsic rewards crowd out intrinsic motivation. Previous evidence suggests that crowding out is more likely to occur when performance on a task is difficult to measure as it is the case with many of the jobs in the public sector (Eisenburger, Pierce, and Cameron 1999;Wiersma 1992). Crowding out implies that extrinsic rewards could result in fewer high-quality (highly public service motivated) employees choosing to move to the public sector resulting in a larger than optimal number of extrinsically motivated employees in the sector, with two main undesirable effects.…”

Identities, conflicting behavioural norms and the importance of job attributes

“…Financial situation is the (self-reported) ability to make ends meet (based on a five-point Likert scale). 21 These items may influence an individual's sense of control over his/her actions (Benabou and Tirole 2003, Deci et al 1999a, 1999b, Eisenberger et al 1999.…”

Extrinsic and intrinsic motivation at 30: Unresolved scientific issues

“…This has not been done for undermining theory. Both free-choice and selfreport measures have been used, but these measures often produce different results when used in the same experiment (Deci, Koestner, & Ryan, 1999;Eisenberger, Pierce, & Cameron, 1999).…”

“…Sushinsky (1975, 1976) noted that rewards have significant positive or negative effects depending on how they are used. About 25 to 30 years later, both Akin-Little, Eckert, Lovett, and Little (2004) and Eisenberger et al (1999) (Greene, 1974, p. 10) to calling their new ones "overly simplistic" investigators who lack nuance (Lepper, Keavney, & Drake, 1996, p. 5). They sought higher methodological standards for studies that did not show undermining effects than for those that did not.…”