Mijeong Kwon, PhD, is an Assistant Professor of Management at the University of Colorado Denver Business School. Her research focuses on the social dynamics of work motivation, particularly how people communicate and judge motivations for work.
Dr. Kwon's recent findings suggest that those who love their work often see this intrinsic motivation as a moral virtue while viewing working for money or recognition as less moral. She explores how this moralization of motivation can alienate colleagues and hinder the recognition of diverse work motivations.
The Moralization of Intrinsic Motivation
Kwon introduces the concept of the moralization of intrinsic motivation and explains that it involves attaching positive values to intrinsic motivation.
Intrinsic motivation refers to engaging in work because it is inherently enjoyable or satisfying. When individuals moralize intrinsic motivation, they begin to view it as the "right" reason to work, while other motivations, such as financial gain or fame, may be seen as less virtuous or even wrong.
Positive and Negative Outcomes of Moralizing Intrinsic Motivation
Kwon's research highlights both the positive and negative consequences of moralizing intrinsic motivation. On the positive side, individuals who moralize intrinsic motivation are more likely to possess and cultivate it in others, leading to increased intrinsic motivation within an organization. This can result in higher levels of engagement, satisfaction, and overall performance among employees.
However, there are also significant negative outcomes. For instance, individuals who moralize intrinsic motivation may experience guilt if they struggle to maintain their intrinsic motivation. This can lead to unnecessary stress and self-doubt, even if they are performing well at their jobs. Additionally, moralizing intrinsic motivation can cause individuals to neglect less interesting but essential tasks, potentially leading to self-exploitation and burnout.
Cultural Differences in Intrinsic Motivation
Kwon's research also explores cultural differences in intrinsic motivation.
She observes that people in the United States generally report high levels of intrinsic motivation, while it is lower in East Asia. Interestingly, intrinsic motivation levels in Latin America are even higher than in the United States. This suggests that the phenomenon of moralizing intrinsic motivation is not limited to one specific culture but may be prevalent in various regions around the world.
Implications for Managers and Leaders
Based on her findings, Kwon offers several recommendations for managers and leaders.
Firstly, she advises acknowledging and validating different reasons why employees work. Leaders should share personal stories that highlight the various benefits of their job, such as flexibility, to validate diverse motivations.
Secondly, Kwon suggests creating an environment that sustains and cultivates intrinsic motivation rather than emphasizing it directly. This can be achieved by providing low-risk learning opportunities and practicing transformative leadership to inspire employees.
Lastly, she emphasizes the importance of having clear guidelines for performance appraisal to avoid subjective value judgments. This helps ensure that employees are not left guessing about how they will be evaluated or feeling pressured to work excessive hours to demonstrate their passion.
The Role of Purpose in Organizations
Soren and Kwon discuss the increasing emphasis on purpose in organizations, particularly through initiatives such as Corporate Social Responsibility (CSR), Environmental, Social, and Governance (ESG) priorities, and Sustainable Development Goals (SDGs).
While these efforts are generally seen as positive, Kwon cautions that they can also lead to the moralization of intrinsic motivation, which may have unintended negative consequences.
Kwon notes that in nonprofit organizations, where employees are often intrinsically motivated and paid less, there is a higher likelihood of moralizing intrinsic motivation. This can result in difficulties finding equally passionate colleagues and may lead to feelings of frustration and isolation among employees.
Diversity of Motivations in the Workplace
One key takeaway from the conversation is the importance of recognizing and valuing a diversity of motivations in the workplace. Soren and Kwon agree that having employees with different motivations, including those driven by utilitarian reasons, can create a stronger and more balanced team. Such diversity can help maintain boundaries and ensure employees do not become overly consumed by their work.
Kwon also mentions that organizations that emphasize both financial success and broader social goals tend to attract more employees. When employees know that the profits of a company will directly benefit them or other stakeholders, they are more likely to feel a sense of reciprocity and be motivated to contribute to the organization's success.
Final Thoughts
While intrinsic motivation can lead to greater engagement and satisfaction, moralizing it can negatively affect individuals and organizations. Managers and leaders should strive to create an inclusive work environment that acknowledges and values diverse motivations while providing clear performance guidelines and fostering a sense of purpose that benefits all stakeholders.
References
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