People Are Born With Intrinsic Motivation Self Respect Digni ✓ Solved

“People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning” (Senge, 2006, p.xii). I would agree with Dr. Deming that the prevailing system of education has caused destruction in the ability to maintain the initial motivations we are naturally born with. Many employees have become ingrained in the idea of the reward/award systems that we instilled through the years of education. Top prizes, gold stars, and medals are achieved for being the ‘best’ in many areas of life.

This conditioning motivates individuals, but also has an adverse effect on others. It is important for management to consider other models to recognize and motivate success within the organization. Competition can cause division within the company. It is important for different teams under the same company to remain unified in the common collective goal. O’Brien makes an excellent point about the loss of motivation or interest in career growth as time within the organization progresses.

Employees that are new to the organization or business fields are often more energetic while also excited to learn. As time progresses, employees may lose interest due to static employee environments or possibly not being challenged in the workplace. “Diversity-training outcomes are highly context-specific, and therefore the emphasis given to business case outcomes will vary across organizations” (Alhejji et al., 2016). Loss of interest in the workplace can lead to employees just putting in the time or doing requirements of the position just to work for the weekend activities. This can cause a loss of inspiration and stunt the growth, success, and adaptability of organizations to remain relevant in the ever-changing world marketplaces.

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The interplay between intrinsic motivation, work environment, and organizational success is a complex issue and one that has garnered much attention in psychological and business literature. As leaders strive to create better work environments, understanding the foundational elements of intrinsic motivation—self-respect, dignity, a curiosity to learn, and joy in learning—is paramount. The dependence on external rewards, such as medals, prizes, and recognition, can undermine this intrinsic motivation. Many researchers, including Wiliam Glasser, argue that management practices that focus too heavily on rewards and punishments can lead to a decrease in overall motivation and performance (Glasser, 1998).

This detrimental effect is echoed by Dr. Deming's assertions that traditional education systems and managerial practices have led to a culture that prizes competition over collaboration. When individuals within an organization are pitted against one another, attempting to outdo their peers for rewards, it creates a divisive atmosphere that can inhibit teamwork and collaboration. An organization thrives on the collective efforts of its members, and fostering a culture of unity and shared goals should take precedence over individual accolades.

In examining the workplace dynamics, it is evident that a successful company culture must encourage intrinsic motivations rather than relying solely on extrinsic rewards. Employees that enter an organization are commonly filled with enthusiasm and a desire to succeed and learn. However, as noted by O’Brien (2016), this eagerness wanes over time if employees find themselves in a staid work environment lacking in challenges or personal growth opportunities. Management should aim to inspire continual learning and personal mastery among employees, aligning their work with their intrinsic motivations.

Providing opportunities for professional growth, such as training and development programs, not only enhances individual performance but also instills a sense of belonging and engagement within the organization. For instance, implementing diversity training outcomes can lead to meaningful changes in organizational culture and performance metrics, as Alhejji et al. (2016) indicate. Such initiatives help cultivate an environment where employees feel valued and respected, fostering an intrinsic desire to contribute and excel.

Moreover, Deming also emphasized the need for a transformation in the prevailing system of education to ensure the nurturing of intrinsic motivation. A shift is necessary towards teaching students to value collaboration and learning over competition. Engaging students in critical thinking and cooperative learning activities will ensure that they retain their natural curiosity and passion for learning well into their professional lives. In this regard, Senge (2006) and his emphasis on learning organizations invites corporations to rethink how they approach employee development and motivation.

The principles outlined by Senge pertaining to personal mastery, shared vision, mental models, team learning, and systems thinking are crucial for reinvigorating workplace environments. In an organization undergoing a transformation journey, leaders should adopt these disciplines to cultivate a culture that fosters not only individual growth but collective success (Senge, 2006). By promoting these values within their organizations, leaders can cultivate a motivated workforce committed to the values of self-respect and dignity.

Furthermore, it is important to note that the management – leadership dynamic is vital in shaping the organizational culture. Bolman and Deal (2013) distinguish between managers and leaders, stating that while managers ensure that processes run smoothly, leaders are essential for driving change and inspiring teams. Organizations need leaders who will not simply manage tasks but foster an environment where individuals can thrive. Prioritizing relationships and instilling trust within teams enhances the potential for increased innovation, creativity, and adaptability.

Ultimately, organizations must aim to create environments that are conducive to intrinsic motivation through collective efforts and leadership commitment. Fostering a culture that celebrates curiosity, creativity, teamwork, and continuous learning will lead to productivity and retention of talented employees who feel valued and engaged.

References

• Alhejji, H., Garavan, T., Carbery, R., O'Brien, F., & McGuire, D. (2016). Diversity training programme outcomes: A systematic review. Human Resource Development Quarterly, 27(1), 95-149. doi:10.1002/hrdq.21221.
• Bolman, L.G., & Deal, T.E. (2013). Reframing organizations: Artistry, choice, & leadership (5th ed.). San Francisco, CA: Jossey-Bass.
• Glasser, W. (1998). Choice Theory: A New Psychology of Personal Freedom. New York: HarperCollins.
• Senge, P.M. (2006). The fifth discipline: The art & practice of learning organizations. New York, NY: Doubleday.
• Senge, P.M., Kleiner, A., Roberts, C., Ross, R.B. & Smith, B.J. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York, NY: Doubleday.