Turning play into work: Effects of adult surveillance and extrinsic rewards on children's intrinsic motivation.

Lepper, Mark R.; Greene, David

doi:10.1037/h0076484

Cited by 509 publications

(298 citation statements)

References 12 publications

Supporting

Mentioning

269

Contrasting

Unclassified

Order By: Relevance

“…This approach enabled the researcher to carry out an inductive inquiry on motivation and its relationship with work performance. Neuman noted that the qualitative research approach allows for a much more detailed investigation of issues and answering questions of meaning, who is affected (by the issue), why, what factors are involved, and do individuals react or respond differently to each other [36]. In order to describe and give an in-depth analysis and explanation of the dynamics of motivation and work performance of health workers, the study adopted a case study design within the qualitative approach.…”

Section: Methodsmentioning

confidence: 99%

The Impact of Motivation on the Work Performance of Health Workers (Korle Bu Teaching Hospital): Evidence from Ghana

2016

View full text Add to dashboard Cite

Section: Methodsmentioning

confidence: 99%

The Impact of Motivation on the Work Performance of Health Workers (Korle Bu Teaching Hospital): Evidence from Ghana

2016

View full text Add to dashboard Cite

“…These studies indicated, for example, that choice (Zuckerman, Porac, Lathin, Smith, & Deci, 1978) and positive feedback (Blanck, Reis, & Jackson, 1984;Deci, 1971) tend to be experienced as informational, whereas taskcontingent rewards (e.g., Ryan, Mims, & Koestner, 1983), deadlines (Amabile, DeJong, & Lepper, 1976), threats of punishment (Deci & Cascio, 1972), surveillance (Lepper & Greene, 1975), and evaluations (Smith, 1974) tend to be experienced as controlling.…”

Section: Motivation Researchmentioning

confidence: 99%

Self-determination in a work organization.

Deci¹,

Connell²,

Ryan³

1989

Journal of Applied Psychology

1,525

1,122

View full text Add to dashboard Cite

Research testing self-determination theory was discussed in terms of recent work on intrinsic motivation, participative management, and leadership. On three occasions, managers' interpersonal orientations-toward supporting subordinates' self-determination versus controlling their behaviorwere related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers' orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates' self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers' orientations, though a less conclusive radiation to subordinates.

show abstract

“…In fact, when extrinsic factors (in this case managerial pressure and input controls) are present then they may reduce the effects of any intrinsic motivation that the person originally started with [16]. For example, a person who is rewarded for being creative produces less creative work than someone who is not rewarded [e.g., 42] and a child who is watched and rewarded for play no longer finds interest in the game [43]. This occurs because the person loses his or her sense of control over performing the task; their interest and confidence in performing the task then decreases as they do not feel that they "chose" to engage in the task autonomously [16,44].…”

Section: Intrinsic Motivation and Self Concordancementioning

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

View full text Add to dashboard Cite

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...

show abstract

Turning play into work: Effects of adult surveillance and extrinsic rewards on children's intrinsic motivation.

Cited by 509 publications

References 12 publications

The Impact of Motivation on the Work Performance of Health Workers (Korle Bu Teaching Hospital): Evidence from Ghana

The Impact of Motivation on the Work Performance of Health Workers (Korle Bu Teaching Hospital): Evidence from Ghana

Self-determination in a work organization.

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

Contact Info

Product

Resources

About