the connection between intrinsic motivation and your employee engagement strategy

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THE POWER OF INTRINSIC MOTIVATION

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ABOUT OUR SPEAKERS

Dr. Laura HamillManaging Director of Limeade Institute and Chief People Officer

Dr. Toni Best Chief Human Performance Officer at ADURO

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TODAY’S AGENDA• Intrinsic vs. extrinsic • Why intrinsic motivation

matters • Intrinsic motivation and

employee engagement• Application• Q&A

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WHY DO WE DO WHAT WE DO?

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WHAT IS MOTIVATION?

How do you get your child to brush her teeth?

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INTRINSIC VS. EXTRINSIC MOTIVATION: WHY WE DO WHAT WE DO

Because of the interest and enjoyment in the task itself

Ryan & Deci, 2000

Intrinsic Extrinsic

Because of the outcome that will result by doing the task

• Enjoyment• Purpose• Growth• Curiosity• Passion• Self-expression• Fun

• Promotions• Pay raises• Bonuses• Benefits• Prizes• Winning• Perks


INTRINSIC MOTIVATION IS POWERFULWhen a task is intrinsically motivating, people: • Keep an open mind• Persist autonomously• Adopt mastery goals that guide task

completion• Foster ownership • Flow

Amabile, 2010Csikszentmihalyi, 1975


INTRINSIC MOTIVATION IS RELATED TO…• Performance • Work effort and creativity• Employee knowledge sharing• Retention• Higher job satisfaction

Cerasoli, Nicklin, & Ford, 2014De Jesus et al., 2013; Dysvik, 2013; Lin, 2007

Thomas, 2009

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Monetary rewards can harm intrinsic motivation• Over-justification effect: idea

that offering external rewards for an internally rewarding behavior can lead to a reduction in intrinsic motivation (I did it because I got paid, not because I wanted to do it…)

Monetary rewards can work when…

• Getting people to try something new

• Helping drive compliance

USING MONETARY REWARDS

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PAIN AVOIDANCE

• Humans innately avoid pain• Avoiding pain can be a

strong motivator, but can create negative sentiment

• People will do just enough to satisfy the requirement, not much else

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SCIENCE & PRACTICE DISCONNECT

If intrinsic motivation is so powerful, why are most people practices built around extrinsic motivation?

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SCIENCE & PRACTICE DISCONNECTExtrinsic rewards may have been more effective in earlier eras when: • Work was more routine • Patriarchal models were more trusted • Compliance was more important

In our ever-changing environment that requires more creativity and innovation, a focus on extrinsic motivation is not enough…

Pink, 2009

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INTRINSIC MOTIVATION & EMPLOYEE ENGAGEMENT

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WHAT IS EMPLOYEE ENGAGEMENT?

• A deep connection and sense of purpose at work that creates extra energy and commitment

• Engagement benefits the employee and employer

• When engaged, employees are intrinsically motivated

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INTRINSIC REWARDS THAT DRIVE EMPLOYEE ENGAGEMENT

• Meaning • Choice • Competence • Progress

Thomas, 2009

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Engagement matters

Companies with high employee engagement:

More profitable(Aon Hewitt, 2009)

78%more profitable

and 40% more productive

Fewer safety incidents

(SHRM, 2006)

5xLess likely

to have safety incident

Higher growth(Hay Group, 2010)

ENGAGED WORKFORCES MEAN BETTER RESULTS

Stock price growth

2.5xthat of peers

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ADURO + Dr. Toni Best

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DESIGNING AN INTRINSIC-DRIVENPROGRAM Goal: Happy, high-performing and productive workforce

Task: Both a challenge and opportunity to help get to positive change

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CREATE AWARENESS

• Provide resources to help employees become aware of their current state of well-being – This isn’t a one-time thing – New learnings can drive

further engagement

Shelley 1972

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C H A N G E

P R AC T I C E

I G N I T E

E N G AG E

D I S CO V E R

ADURO Research, in collaboration with work from Fogg, B.J. "A Behavior Model for Persuasive Design," and Duhigg, Charles “The Power of Habits.”

Transformative Habit Change Model

TRANSFORMATIVE HABIT CHANGE

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How important is sleep to you?

1 2 3 4 5

C H A N G E

P R AC T I C E

I G N I T E

E N G AG E

D I S CO V E R

ADURO Research, in collaboration with work from Fogg, B.J. "A Behavior Model for Persuasive Design," and Duhigg, Charles “The Power of Habits.”

HABIT CHANGE IN ACTION

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STAGES OF CHANGE

1. Precontemplation2. Contemplation3. Preparation4. Action 5. Maintenance 6. Relapse

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PERSONALIZATION

say a personalized, customized approach is needed in a well-being program

75%

feel there are cultural barriers preventing engagement and lack of company support

53%

• Make it meaningful and relevant to the individual

• Meet them where they are• Build trust • Treat them like assets rather than

a bundle of risks • Focus on the whole-person

McManamy 2018

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49% 28% 20% 3%

INSPIRING YOUR TOTAL POPULATION

Health & Fitness

Money & Prosperity

Growth & Development

Contribution & Sustainability

selected something other than Health & Fitness51%

35Krespondents

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HUMAN MOMENT

Human to human is important —it can’t be fully replaced by technology • Guides intention to

create change • Inspires new thinking• Explores new opportunities for

intrinsic motivation

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CASE STUDY: PORT OF SEATTLE

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If they’re engaged as an employee, they’re working harder and more effectively here for the organization... It should be about the employee and what’s good for them.

DAVE SOLKEInterim Executive Director

“

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Honestly, when I am volunteering and doing what I do in the community, it gives me energy to go to work. It gives me energy to carry on in life, period.

EARL PARKERFacilities & Maintenance Manager

WHAT MOTIVATES THE EMPLOYEE?

“

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It creates a sense of community as well as allows employees to be heard, and when an employees voice is heard, they transform. It’s so exciting to see.

MANETTE MOSESDirector of Health & Safety

HELP EMPLOYEES SHAPE THEIR PROGRAM

“

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WHEN TRANSITIONING AN EXISTING PROGRAM

1. Step down approach: Make sure to communicate and explain why — in a personalized way.

2. Start to use more inspiring rewards & fewer traditional financial rewards

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“INSPIRING” REWARD EXAMPLES• Recognition/praise (e.g., e-mail signature, trophy or symbol

specific to the organization, well-being hall of fame)• Time with leaders (lunch, shadowing)• Donations to a charity of choice• Customer visits• Paid time off• Team-level rewards that map onto organizational business

goals• Team-level training on a valuable topic• Team-building activities or team-building events

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BALANCING INTRINSIC & EXTRINSIC MOTIVATIONInstead of thinking of intrinsic and extrinsic motivation as antagonistic to each other (or the need to choose one or the other), consider them together and in certain situations:

INTRINSIC

• Quality• Creativity • Complexity• Requires personal

investment

EXTRINSIC

• Quantity • Highly repetitive • Simple• Inherently less enjoyable work

Cerasoli et al., 2014

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Limeade Limeade is an employee engagement company that inspires commitment by elevating culture.

Limeade technology creates an immersive experience focused on the whole person, the whole company and the whole ecosystem with integrated well-being, engagement, social recognition and aggregation software.

ADURO ADURO is the Human Performance company empowering individuals, organizations and communities to be great at anything.

Our habit-changing experiences are designed to fit your company culture, while starting with each individual’s personal journey. One habit at a time, we help people discover their own path toward a healthy, high-performing life. Those changes transform interests into outcomes, deepening engagement and invigorating your company culture.

Q&A

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REFERENCES• Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review,

3(3), 185. • Ryan R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25, 54-67. doi:

10.1006/ceps.1999.1020 • Pink, D. (2009, Jul.) The puzzle of motivation. TedTalk. Retrieved from • http://www.ted.com/talks/dan_pink_on_motivation#t-560035 • Amabile, T. M. (2010). What really motivates workers. Harvard Business Review. Retrieved from https://hbr.org/2010/01/the-hbr-list-breakthrough-ideas-for-2010 • Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014, February 3). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis.

Psychological Bulletin. Advance online publication. http://dx.doi.org/10.1037/a0035661 • Csikszentmihalyi, M. (1975). Beyond Boredom and Anxiety. San Francisco: Jossey-Bass.

Dysvik, A. B. (2013). Intrinsic and extrinsic motivation as predictors of work effort: The moderating role • of achievement goals. British Journal of Social Psychology, 52(3), 412-430.

de Jesus, S. S. (2013). Intrinsic motivation and creativity related to product: A meta-analysis of the • studies published between 1990–2010. Creativity Research Journal, 25(1), 80-84.

Lin, H. F. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. • Journal of Information Science, 1, 1-15. doi: 10.1177/0165551506068174

Promberger, M., & Marteau, T. M. (2013). When do financial incentives reduce intrinsic motivation? • Comparing behaviors studied in psychological and economic literatures. Health Psychology, • 32(9), 950-957. doi:10.1037/a0032727

Utman, C. H. (1997). Performance effects of motivational state: A meta-analysis. Personality and Social • Psychology Review, 1(2), 170-182. doi:10.1207/s15327957pspr0102_4 • Thomas, K. (2009, Nov/Dec). The four intrinsic rewards that drive employee engagement. Ivey Business Journal. Retrieved from

http://iveybusinessjournal.com/publication/the-four-intrinsic-rewards-that- drive-employee-engagement/

the connection between intrinsic motivation and your employee engagement strategy

Leadership & Management