Intrinsic Motivation

Deci, Edward L.; Ryan, Richard M.

doi:10.1002/9780470479216.corpsy0467

Cited by 735 publications

(919 citation statements)

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“…Threats of punishment engaged brain regions involved in exerting control over prepotent responses, suggesting that participants effortfully inhibited their impulse to act selfishly only when prompted by extrinsic motivators. However, the undermining effects of extrinsic reinforcement on intrinsic motivation have been well known to social psychologists for decades: After receiving external inducements to engage in an enjoyable behavior, the frequency of that behavior decreases in the absence of the inducement (32,33). Recent data suggest that such "undermining" of intrinsic value is reflected in decreased en- gagement of reward-related neural structures (34).…”

Section: Discussionmentioning

confidence: 99%

Equitable decision making is associated with neural markers of intrinsic value

Zaki

Mitchell

2011

Proc. Natl. Acad. Sci. U.S.A.

164

154

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Standard economic and evolutionary models assume that humans are fundamentally selfish. On this view, any acts of prosocialitysuch as cooperation, giving, and other forms of altruism-result from covert attempts to avoid social injunctions against selfishness. However, even in the absence of social pressure, individuals routinely forego personal gain to share resources with others. Such anomalous giving cannot be accounted for by standard models of social behavior. Recent observations have suggested that, instead, prosocial behavior may reflect an intrinsic value placed on social ideals such as equity and charity. Here, we show that, consistent with this alternative account, making equitable interpersonal decisions engaged neural structures involved in computing subjective value, even when doing so required foregoing material resources. By contrast, making inequitable decisions produced activity in the anterior insula, a region linked to the experience of subjective disutility. Moreover, inequity-related insula response predicted individuals' unwillingness to make inequitable choices. Together, these data suggest that prosocial behavior is not simply a response to external pressure, but instead represents an intrinsic, and intrinsically social, class of reward.functional MRI | neuroeconomics | game theory | orbitofrontal cortex

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Section: Discussionmentioning

confidence: 99%

Equitable decision making is associated with neural markers of intrinsic value

Zaki

Mitchell

2011

Proc. Natl. Acad. Sci. U.S.A.

164

154

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“…It is the impetus behind effort and is defined as "the psychological process that influences how personal effort and resources are allocated to actions pertaining to work, including the direction, intensity and persistence of these actions" [13]. However there are two general categories of motivation: extrinsic motivation arising out of a requirement to do the task (the "push" factors), and intrinsic motivation arising out of an internal desire to do the task (the "pull" factors) [14][15][16]. In the workplace, extrinsic motivation generally comes from a perception that you "have" to do something because of your boss, or your colleagues, your equipment, your need for your pay, and so forth; while intrinsic motivation generally comes from a perception that you "want" to do something either because it is important to you or you find it enjoyable [17].…”

Section: Factors Affecting Motivation To Collect High Quality Datamentioning

confidence: 99%

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Molina

Unsworth

Hodkiewicz

et al. 2013

Reliability Engineering & System Safety

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should be careful of the degree to which "push" factors, such as managerial pressure and technological input control, are relied upon. While they may be helpful for motivating those data collectors who are not intrinsically motivated, they are either not helpful or may discourage those data collectors who are intrinsically motivated. Instead, self-concordance may act as a longer-term, more stable approach to increasing the motivation of data collectors and thus increasing the quality of data that enter reliability systems. This study uses a sequential mixed-method approach involving interviews with 20 data collectors and a quantitative survey of 109 data collectors in a water utility. It examines the interactive effect of managerial pressure, technological input control and self-concordance on data collection performance.The need to improve the quality of manually-acquired data on assets is wellknown in the reliability literature [1][2][3][4]. Manually-acquired data includes data gathered as a result of inspections, as a part of repair work, and during asset operation by personnel whose main role is to operate or maintain assets. These manually collected data are used, in conjunction with sensor data, to develop a picture of asset health and performance which informs decisions about asset renewals, repairs and replacements [5]. Recent integrations and critiques of the data quality literature [6,7] showed that although many proposed solutions to poor quality data have involved cleaning the data once they have been collected [8] many are also aimed at influencing the input of the data -this occurs through either changing external factors that influence the data collector such as managerial and technology structures [e.g., 4, 5], or changing the motivation of the data collector [e.g., 6, 9, 10]. As yet though, little empirical research has rigorously examined the effects of the factors affecting the input of the data. Given the importance of high quality data in reliability systems, and the cost of cleaning the data after their collection, this neglect is surprising. This research therefore empirically tests the effect of the most common three factors (the manager, the technology used in inputting the data, and the intrinsic motivation of the data collector), as well as examining the effect of the interplay between them on the quality of manual data collection.Although there has been considerable increase in the use of sensors and the volume of data collected by them, using operators and maintenance staff (data collectors) to collect data on assets is still a common practice. Manual data 2 collection leverages the experience of the data collector. It often requires them to provide an assessment of the asset's condition, identify a failure mode, or make a prediction as to remaining asset life in addition to recording observations or actions taken. However, when data collectors record their observations consideration needs to be given to psychological factors to ensure that appropriate factors are in place to encoura...

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“…My focus is on the first of these objections but, before I explore some of the ways in which people may be non--self--regarding but, before I do that, it is worth explaining how the two objections relate to each other. When a person acts in order to get an 'apparent reward' (or avoid a punishment), psychologists say that she has an extrinsic motivation (Deci, 1975). This is in contrast to intrinsic motivation, which does not involve apparent external rewards.…”

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confidence: 93%

Trustworthiness and Motivations

Gold¹

2014

Capital Failure

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Intrinsic Motivation

Cited by 735 publications

References 5 publications

Equitable decision making is associated with neural markers of intrinsic value

Equitable decision making is associated with neural markers of intrinsic value

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Trustworthiness and Motivations

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