UNIT II – INDIVIDUAL BEHAVIOUR

Part I: Learning, Attitudes

and Job Satisfaction

Part II: Motivation

Part III: Personality &

Values

Part IV: Perception,

Decision Making and
Emotions
UNIT 2- INDIVIDUAL BEHAVIOR
PART II- MOTIVATION
TOPICS TO BE DISCUSSED-
1. CONCEPT OF MOTIVATION
2. VARIOUS THEORIES OF MOTIVATION
3. JOB CHARACTERISTICS MODEL
4. REDESIGNING JOBS & WORK ARRANGEMENTS
5. EMPLOYEE INVOLVEMENT
6. FLEXIBLE BENEFITS
7. INTRINSIC REWARDS
8. JOB CHARACTERISTIC MODEL
Motivation
“Motivation is a process that starts with a
physiological or psychological deficiency or
need that activates a behaviour or a drive
that is aimed at a goal or incentive.”

The processes that account for an individual’s

intensity, direction, and persistence of effort
toward attaining a goal – specifically, an
organizational goal.
Motivation
The set of processes that arouse, direct and maintain
human behavior toward attaining some goal.

Motivation is what causes us to act, whether it is

getting a glass of water to reduce thirst or reading a
book to gain knowledge.

Key Elements of Motivation:-

1. Intensity: how hard a person tries

2. Direction: toward beneficial goal
3. Persistence: how long a person tries
 Components of Motivation

There are three major components to motivation:

Activation: involves the decision to initiate a behavior,
such as enrolling in a psychology class.
Persistence: is the continued effort toward a goal even
though obstacles may exist, such as taking more psychology
courses in order to earn a degree although it requires a
significant investment of time, energy and resources.
Intensity: can be seen in the concentration and vigor
that goes into pursuing a goal.
FORMS OF MOTIVATION

Extrinsic motivations are those that

arise from outside of the individual
and often involve rewards such as
Extrinsic
Motivation
trophies, money, social recognition
or praise

Intrinsic motivations are those that

arise from within the individual, such
Intrinsic as doing a complicated cross-word
Motivation puzzle purely for the personal
gratification of solving a problem.
 Core Phases of the
Motivational Process

1. Employee 2. Employee 3. Employee

identifies searches for selects goal-
ways to satisfy directed
needs. these needs. behaviors.

6. Employee 5. Employee
reassesses receives either 4. Employee
need rewards or performs.
deficiencies. punishments.
 Work Motivation
Theories of Work Motivation
» Internal (Content) Theories
» Identify factors within an individual that energize, direct, sustain, and stop
behavior.
» External (Process) Theories
» Describe how personal and situational (environmental) factors interact and
influence each other to produce certain kinds of behavior
» Reinforcement Theories
» How rewards & reinforcements sustain motivation over time (Behavior
Modification)
 Theories of Motivation
Content / Early Theories
Process/ Contemporary
• Identify internal factors
Theories
influencing motivation
• Identify the process
 Maslow’s Need Hierarchy
by which internal
Theory
factors and
 ERG Theory cognitions influence
 McGregor’s Theory X & motivation
Theory Y
 Adam’s Equity Theory
 Herzberg’s Two Factor
Theory
 Self-Efficacy Theory
 David McClelland’s Need  Goal Setting Theory
Theory
1. Maslow’s Need Hierarchy Theory
Ω Specifies that there are five human needs and that these
are arranged in such a way that lower, more basic needs
must be satisfied before higher-level needs become
activated.

Deficiency Needs
Physiological
Safety
Social

Growth Needs
Esteem
Self-actualization
 Deficiency Needs
Also known as Lower order needs, the needs
that must be met in order for people to
develop in a healthy fashion.
 Physiological: Fundamental biological
drives, such as the need for food, air,
water, and shelter.
Social needs
 Safety: The need for a secure
Safety needs environment and to be free from threats
Physiological needs of physical or psychological harm.

 Social: The need to be affiliative that is,

to have friends, and to be loved and
accepted by other people.
 Growth Needs
Also known as Higher order needs, the
needs that must be met in order for a person
to reach his or her full potential.
Self-actualization needs

Esteem needs  Esteem: The need to develop self-respect

and to gain the approval of others.

 Self-Actualization: The need to discover

who we are and to develop ourselves to
the fullest potential.
Using the Needs Hierarchy
Model
 Satisfaction of deficiency needs fosters
physical and psychological health
 Satisfaction of growth needs helps
development as a human being
 If not blocked, higher level needs will
emerge and motivate behavior
 Order of needs may be influenced by
culture
 Organizational position or team
membership can facilitate growth need
satisfaction
2. ERG Theory
 Developed by Clayton Alder Alderfer

Three groups of core needs:

Existence (Maslow: physiological and safety)
Relatedness (Maslow: social and status)
Growth (Maslow: esteem and self-actualization)

Removed the hierarchical assumption

E
Can be motivated by all three at once
R G
Popular, but not accurate, theory
2. ERG Theory…..contd

Core Needs
Existence: provision of basic
material requirements.
Relatedness: desire for
relationships.
Growth: desire for personal
development.
Concepts:
More than one need can
be operative at the same
time.
If a higher-level need
cannot be fulfilled, the
desire to satisfy a lower-
level need increases.
3. McGregor’s Theory X and Y
 In 1960, Douglas McGregor formulated Theory X and
Theory Y suggesting two aspects of human behaviour at
work, or in other words, two different views of individuals
(employees):
one of which is negative, called as Theory X and the
other is positive, so called as Theory Y.
He did not imply that workers would be one type or the
other. Rather, he saw the two theories as two extremes -
with a whole spectrum of possible behaviours in between.

Theory X Theory Y

• Workers have little • Workers are self-

ambition directed
• Dislike work • Enjoy work
• Avoid responsibility • Accept responsibility
 Theory X
According to McGregor, the perception of managers
on the nature of individuals is based on various
assumptions.
Assumptions of Theory X:
o An average employee intrinsically does not like
work and tries to escape it whenever possible
o Since the employee does not want to work, he
must be persuaded, compelled or warned with
Social needs punishment so as to achieve organizational goals
Safety needs o A close supervision is required on part of
managers. The managers adopt a more
Physiological needs dictatorial style
o Many employees rank job security on top, and
they have little or no aspiration/ ambition
o Employees generally dislike responsibilities
o Employees resist change
o An average employee needs formal direction
 Theory Y
Assumptions of Theory Y:
o Employees can perceive their job as relaxing and
normal
o They exercise their physical and mental efforts in an
inherent manner in their jobs
o Employees can use self-direction and self-control if
they are dedicated and sincere to achieve the
organizational objectives
o If the job is rewarding and satisfying, then it will
result in employees’ loyalty and commitment to
organization
o An average employee can learn to admit, recognize
and even obtain responsibility
o The employees have skills and capabilities. Their
logical capabilities should be fully utilized
o the creativity, resourcefulness and innovative
potentiality of the employees can be utilized to
solve organizational problems
THEORY X
 Theory X presents a pessimistic view of employees’ nature and
behaviour at work
 Theory X is based on the assumption that the employees
emphasize on the physiological needs and the safety needs
 Theory X encourages use of tight control and supervision
 It implies that employees are reluctant to organizational
changes. Thus, it does not encourage innovation
 Quite a few organizations use Theory X today
 THEORY Y
 Theory Y presents an optimistic view of the employees’ nature and behaviour at work
 Theory Y is based on the assumption that the social needs, esteem needs and the self-
actualization needs dominate the employees
 Theory Y implies that the managers should create and encourage a work environment
which provides opportunities to employees to take initiative and self-direction
 Theory Y encourages decentralization of authority, teamwork and participative
decision making in an organization
 Theory Y searches and discovers the ways in which an employee can make significant
contributions in an organization. It harmonizes and matches employees’ needs and
aspirations with organizational needs and aspirations
 Many organizations are using Theory Y techniques
 McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he
encouraged cordial team relations, responsible & stimulating jobs and participation of
all in decision-making process
4. Herzberg’s Two Factor Theory
• Developed by Frederick Herzberg in 1959.

According to Herzberg, there are some job factors

that result in satisfaction while there are other job factors
that prevent dissatisfaction

According to Herzberg, the opposite of “Satisfaction”

is “No satisfaction” and the opposite of “Dissatisfaction” is
“No Dissatisfaction”.
4. Herzberg’s Two Factor Theory
Job factors that reduce dissatisfaction when present to an acceptable degree but
that do not necessarily result in higher levels of motivation.

• In other words, hygiene factors are those factors which when

adequate/reasonable in a job, pacify the employees and do not make them
dissatisfied
• These factors are extrinsic to work
• Hygiene factors are also called as dissatisfiers or maintenance factors as they are
required to avoid dissatisfaction
• These factors describe the job environment/scenario
• The hygiene factors symbolized the physiological needs which the individuals
wanted and expected to be fulfilled
 Hygiene factors include:
• Pay - The pay or salary structure should be appropriate and reasonable. It must be equal
and competitive to those in the same industry in the same domain
• Company Policies and administrative policies - The company policies should not be too
rigid. They should be fair and clear. It should include flexible working hours, dress code,
breaks, vacation, etc.
• Fringe benefits - The employees should be offered health care plans (mediclaim),
benefits for the family members, employee help programs, etc.
• Physical Working conditions - The working conditions should be safe, clean and hygienic
• The work equipments should be updated and well-maintained
• Status - The employees’ status within the organization should be appropriate in terms of
his qualifications and experience
• Interpersonal relations - The relationship of the employees with his peers, superiors and
subordinates should be appropriate and acceptable
• There should be no conflict or humiliation element present
• Job Security - The organization must provide job security to the employees
Job factors that increase motivation but whose absence does not
necessarily result in dissatisfaction

• The motivational factors yield positive satisfaction

• These factors are inherent to work
• These factors motivate the employees for a superior performance
• These factors are also called satisfiers
• These are factors involved in performing the job
• Employees find these factors intrinsically rewarding
• The motivators symbolized the psychological needs that were
perceived as an additional benefit
Motivational factors include:

• Recognition - The employees should be praised and recognized for their

accomplishments by the managers
• Sense of achievement - The employees must have a sense of achievement. This
depends on the job. There must be a fruit of some sort in the job
• Growth and promotional opportunities - There must be growth and
advancement opportunities in an organization to motivate the employees to
perform well
• Responsibility - The employees must hold themselves responsible for the work
• The managers should give them ownership of the work. They should
minimize control but retain accountability
• Meaningfulness of the work - The work itself should be meaningful, interesting
and challenging for the employee to perform and to get motivated
The two factor theory is not free from limitations:
• The two-factor theory overlooks situational variables
• Herzberg assumed a correlation between satisfaction and productivity. But the research
conducted by Herzberg stressed upon satisfaction and ignored productivity
• The theory’s reliability is uncertain. Analysis has to be made by the raters. The raters may
spoil the findings by analyzing same response in different manner.
• No comprehensive measure of satisfaction was used. An employee may find his job
acceptable despite the fact that he may hate/object part of his job.
• The two factor theory is not free from bias as it is based on the natural reaction of
employees when they are enquired the sources of satisfaction and dissatisfaction at work
• They will blame dissatisfaction on the external factors such as salary structure, company
policies and peer relationship. Also, the employees will give credit to themselves for the
satisfaction factor at work
• The theory ignores blue-collar workers
• The Two-Factor theory implies that the managers must stress upon guaranteeing the
adequacy of the hygiene factors to avoid employee dissatisfaction
• Also, the managers must make sure that the work is stimulating and rewarding so that
the employees are motivated to work and perform harder and better
• This theory emphasize upon job-enrichment so as to motivate the employees
• The job must utilize the employee’s skills and competencies to the maximum
• Focusing on the motivational factors can improve work-quality
5. McClelland’s Acquired Needs Theory
Ω Developed by David McClelland in 1961
According to McClelland, motivation in an individual
results from three dominant needs: the need for
Achievement, Power and Affiliation.

Generally, all three needs are present in each

individual.

They are acquired and shaped overtime by the

cultural background of the individual and his life
experience.

Also known as the Learned Needs Theory

4. McClelland’s Acquired Needs Theory….contd
Ω David McClelland basically identified three motivators that we all
have-achievement, affiliation and power.

According to McClelland, these motivators are learned (which is

why this theory is sometimes called the Learned Needs Theory).

McClelland says that, regardless of our gender, culture or age, we

all have three motivating drivers, and one of these will be our
dominant motivating driver. This dominant motivator is largely
dependent on our culture and life experiences.

People will have different characteristics depending on their

dominant motivator
 nPow

nAch nAff
N-Ach is the extent to which a person wants to perform difficult and
challenging task.
Characteristics of high N-Ach people:
• Has a strong need to set and accomplish challenging goals
• Takes calculated risks to accomplish their goals
• Likes to receive regular feedback on their progress and
achievements
• Often likes to work alone or with other high-achievers

McClelland believes that these people make the best leaders,

although there can be a tendency to demand too much of their
staff in the belief that they all are also highly results driven.
N-Aff is the desire for friendly and close interpersonal relationships.
Characteristics of high N-Aff people:
• Wants to belong to the group
• Wants to be liked, and will often go along with whatever the rest of the
group wants to do
• Favors collaboration over competition
• Doesn't like high risk or uncertainty
• Strives to make and keep relationships with a high amount of trust and
mutual understanding.
• Performs well in customer service and client interaction situations

McClelland believed that a strong need for affiliation undermines

the objectivity and decision making capability of managers
N-Pow is the the need to influence and lead others and be in control
of one’s environment.
Characteristics of high N-Pow people:
• Wants to control and influence others.
• Likes to win arguments.
• Enjoys competition and winning.
• Enjoys status and recognition.
• Attracted to leadership roles, but may not possess the
required skills and people centered skills.
McClelland's theory can help to identify the dominant motivators of people in a
team. Managers can then use this information to influence how you set goals and
provide feedback, and how you motivate and reward team members

Step 1: Identify Drivers

Examine the team to determine which of the three motivators is dominant for
each person.
Manager can probably identify drivers based on personality and past actions.

Step 2: Structure Your Approach

Based on the driving motivators of workers, structure the leadership style and
project assignments around each individual team member.

This will help ensure that they all stay engaged, motivated and happy with the
work they're doing
 1. Cognitive Evaluation Theory
• Cognitive Evaluation Theory (CET) concerns
intrinsic motivation
LOVE FOR DOING OR
MONEY?
The Theory proposes that the introduction of
Several bloggers that extrinsic rewards such as pay, for work effort that
are making a very nice was previously intrinsically rewarding due to the
income from their blogs
insisted that they do it pleasure associated with the content of work
purely for the love of itself, tends to decrease overall satisfaction
writing. A few admitted
that they would lose
interest in blogging Use of Extrinsic rewards tend to reduce the
if the money stopped Intrinsic rewards
flowing in.
1. Cognitive Evaluation Theory…contd
• This theory suggests that there are actually two
motivation systems: intrinsic and extrinsic that
correspond to two kinds of motivators:

Intrinsic motivators: Achievement,

responsibility and competence.
-Motivators that come from the actual
performance of the task or job -- the intrinsic
interest of the work.
Extrinsic Motivators: pay, promotion, feedback,
working conditions -- things that come from a
person's environment, controlled by others.
Loss of control: An individual experiences a loss of
control over his/her own behavior, so that the previous
intrinsic motivation diminishes

Shift in the perception of causation: The elimination of

extrinsic rewards can produce a shift in the individuals
perception of causation of why she/he works on a task
If CET is correct, then an individual’s pay should be
noncontingent on performance
VERBAL Extrinsic rewards (feedback, recognition etc.)
increase intrinsic rewards whereas TANGIBLE Extrinsic
rewards undermine it
SELF-CONCORDANCE: Considers the degree to which
peoples, reasons for pursuing goals are consistent with
their interests and core values
PURSUE YOUR PASSION!!
2. Goal-Setting Theory
• Developed by Dr. Edwin Locke in late 1960s.

Basic Premise: That specific and difficult goals, with self-

generated feedback, lead to higher performance

Difficult Goals:
a. Focus and direct attention
b. Energize the person to work harder
c. Difficulty increases persistence
d. Force people to be more effective and efficient
2. Goal-Setting Theory….contd.
• Locke stated that working toward a goal provided a
major source of motivation to actually reach the goal –
which, in turn, improved performance

Locke's research showed that there was a relationship

between how difficult and specific a goal was and
people's performance of a task.
He found that specific and difficult goals led to better
task performance than vague or easy goals.

Telling someone to "Try hard" or "Do your best" is less

effective than "Try to get more than 80% correct" or
"Concentrate on beating your best time.
Relationship between goals and performance depends on:
• Goal commitment (the more public the better!)
• Task characteristics (simple, well-learned)
• Culture

Function of Goals
basis of motivation
direct behavior
For goals to be effective
– individuals must be aware of goals
– must accept the goals
Factors that influence effectiveness of goal setting
– goals must be specific
– goals should be difficult but attainable
Specific
Measurable
Attainable
Results oriented
Time bound
Give feedback regularly!
 Directing
one’s attention

Regulating
one’s effort
Goals
motivate the Task
individual performance
by... Increasing
one’s persistence

Encouraging the
development of goal-
attainment strategies
or action plans
MBO emphasizes on participative setting of goals that are
tangible, verifiable and measurable
Converts overall organizational objectives into specific
objectives for work units and individuals

Common ingredients:
• Goal specificity
• Explicit time period
• Performance feedback
• Participation in decision making
3. Self-Efficacy Theory
• Developed by Albert Bandura

Self-Efficacy: An individual’s belief that he or she

is capable of performing a task.

Higher efficacy is related to:

Greater confidence

Greater persistence in the face of difficulties

Better response to negative feedback (work

harder)
3. Self-Efficacy Theory….Contd..

Self-Efficacy complements Goal-Setting Theory.

Increased Confidence

Given Hard Goal Higher Performance

Higher Self-Set Goal

A. Enactive mastery
• Most important source of efficacy
• Gaining relevant experience with task or job
• “Practice makes perfect”
• Training programs make use of enactive mastery
B. Vicarious modeling
• Increasing confidence by watching others perform the task
• Most effective when observer sees the model to be similar to him- or
herself
C. Verbal persuasion
• Motivation through verbal conviction
• Pygmalion effect: The power of your expectations of people
• Galatea effect: The power of people’s expectations of themselves
D. Arousal
• Leads to an energized state, which drives a person to complete the
task
• Getting “psyched up” – emotionally aroused – to complete task
• Can hurt performance if emotion is not a component of the task
A. Pygmalion Effect
• A form of self-fulfilling prophecy, in which believing something to be true can
make it true
• Explains that people tend to perform up to the level that others expect of
them
• Often known as the power of expectations, by considering:

• Every supervisor has expectations of the people who report to him

• Supervisors communicate these expectations consciously or
unconsciously
• People pick up on, or consciously or unconsciously read, these
expectations from their supervisor
• People perform in ways that are consistent with the expectations they
have picked up on from the supervisor

An effective way to boost performance - in the classroom, in the

workplace, in the military, and elsewhere
B. Galatea Effect:

• The individual's opinion about his ability and his self-expectations

about his performance largely determine his performance.

• If an employee thinks she can succeed, she will likely succeed

• Consequently, any actions the supervisor can take that increase the
employee's feelings of positive self-worth, will help the employee's
performance improve
4. Equity Theory
• Developed by John Stacey Adams in 1963

Basic premise:
…the thinking process by which one makes a
decision to exert effort is a function of social
comparison

Based on individual perceptions of outcomes (what

your receive from expending effort to complete a
task), job inputs (what you bring or contribute to the
task) and perceptions of a referent person.
4. Equity Theory…contd
Equity Theory involves 3 relevant perceptions:
1. Perceptions of outcomes received from performing a task
(e.g., pay)
2. Perceptions of inputs required to perform a task
3. Perceptions of the outcomes and inputs of a REFERENCE
PERSON

If: Outcomes Self Outcomes Reference

Inputs Self Inputs Reference Person

Then equity exists.

 Employees mentally construct outcome-to-input ratios for themselves
and their referent other and “socially compare”
 If equity exists, you experience no tension and persist at your current
level of effort

If: Outcomes Self Outcomes Reference

Inputs Self Inputs Reference Person

Tension is created and employees are “motivated” to restore equity

Can be four different situations:
o Self-Inside
The person’s experience in a different job in the same
organization

o Self-Outside
The person’s experience in a different job in a different
organization

o Other-Inside
Another individual or group within the organization

o Other-Outside
Another individual or group outside of the organization
 Equity Theory
Equitable Situation:

Outcomes Self = Outcomes Reference Person

Job Inputs Self Job Inputs Reference Person

Inequitable Situations:

A. Under-reward or “Cheated” (from Self’s point of view)

Outcomes/Inputs Self 4/5 < Outcomes/Inputs Reference Person 5/5

B. Over-reward or “Guilty” (from Self’s point of view)

Outcomes/Inputs Self 5/4 > Outcomes/Inputs Reference Person 5/5

C. Either way, a person is “motivated” to restore equity with R.P.

 Employee behaviors to create equity:
 Change inputs (slack off)
 Change outcomes (increase output)
 Distort/change perceptions of self
 Distort/change perceptions of others
 Choose a different referent person
 Leave the field (quit the job)
 Propositions relating to inequitable pay:
 Paid by time:
 Overrewarded employees produce more
 Underrewarded employees produce less with low quality
 Paid by quality:
 Overrewarded employees give higher quality
 Underrewarded employees make more of low quality
 Organizational Justice

Distributive Justice:
The perceived fairness of how resources and rewards are
distributed.
Procedural Justice:
The perceived fairness of the process and procedures used to
make allocation decisions.
Interactional Justice:
The perceived fairness of the decision maker’s behavior in the
process of decision making.
Integrating Contemporary Theories of Motivation
Theories of Motivation- Global Implications
Are motivation theories culture-bound?
 Most were developed for and by the United States
 Goal-setting emphasize goal accomplishment
 Maslow’s Hierarchy may change order
 McClelland's nAch presupposes acceptance of a moderate
degree of risk concern for performance
 Equity theory closely tied to American pay practices
 Hertzberg’s two-factor theory does seem to work across
cultures
 Applications of Motivation Concept
(Discussed In class)
• It is very important to apply the various motivational concepts to the
organizations so that organizational effectiveness can be achieved.
Various motivation techniques and programs have gained varying
degrees of acceptance in organizations. Some of applications of
motivation and their linking with motivational theories as depicted by
Robbins have been discussed below.

• Management by Objectives
• Employee Recognition Programs
• Employee Involvement Programs
• Flexible/Variable Pay Programs
• Skill-Based Pay Plans
• Special Issues in Motivation
• Designing of reward system (Intrinsic/Intangible versus
Extrinsic/Tangible and Monetary/Financial versus Non-
Monetary/Non-Financial)

• Designing of Job or work structure / Job Characteristics

Model (5 core dimensions to describe a job :Skill variety,
Task Identity, Task Significance, Autonomy, Feedback) –
organization of job elements may increase or decrease
the efforts and motivation of employees

• Redesigning of Jobs and work arrangements: (Job

rotation, Job Enrichment, Alternative Work Schedule,
Social & Physical Context of work)
Flexible Benefits/ MOTIVATING THE DIVERSIFIED WORK FORCE
Not all employees are motivated by money. • Flexibility is the key to maximizing your
employees’ motivation by understanding and responding to the diversity of needs.

o specially designed work schedules o flexible compensation plans

o flexible benefits plans o physical work settings
o child care o elderly care
o flexible work hours o job sharing
o flexible leave o work teams

Employee Involvement
Participative Management -A process where subordinates share a significant degree of
decision-making power with their immediate superiors.
Representative Participation -Workers participate in organizational decision making through a
small group of representative employees.
Work Councils -Groups of elected or nominated employees who must be consulted when
management makes decisions involving personnel.
Board Representatives -A form of representative participation; employees sit on a company’s
board of directors and represent the interests of the firm’s employees.
Quality Circles -A work group of employees, who meet regularly to discuss their quality
problems, investigate causes, recommend solutions, and take corrective actions.
Employee Stock Ownership Plans -Company established benefit plans in which employees
acquire stock as part of their benefits.
The job characteristics model, designed by Hackman and Oldham, is based
on the idea that the task itself is key to employee motivation. Specifically, a
boring and monotonous job stifles motivation to perform well, whereas a
challenging job enhances motivation. Variety, autonomy and decision authority
are three ways of adding challenge to a job. Job enrichment and job rotation
are the two ways of adding variety and challenge. Hackman and Oldham’s job
characteristics theory proposes that high motivation is related to experiencing
three psychological states whilst working:
• Meaningfulness of work
That labour has meaning to you, something that you can relate to, and does not
occur just as a set of movements to be repeated. This is fundamental to intrinsic
motivation, i.e. that work is motivating in an of itself (as opposed to motivating
only as a means to an end).
• Responsibility
That you have been given the opportunity to be a success or failure at your job
because sufficient freedom of action has given you. This would include the ability
to make changes and incorporate the learning you gain whilst doing the job.
• Knowledge of outcomes
This is important for two reasons. Firstly to provide the person knowledge on
how successful their work has been, which in turn enables them to learn
from mistakes. The second is to connect them emotionally to the customer
of their outputs, thus giving further purpose to the work (e.g. I may only work
on a production line, but I know that the food rations I produce are used to
help people in disaster areas, saving many lives).

Intrinsic rewards
Intrinsic rewards are the non-physical rewards. They cannot be seen or touched
but are emotionally connected with the employees. In other words, intrinsic
rewards can be defined as the feeling of contentment one finds in the
completion of any task.
Intrinsic reward is directly related to job performance as a successful task
automatically produces it. Higher the success rate, higher will be the rate of
intrinsic rewards one receives.
• Different people have different perception and therefore, there are various
forms of intrinsic rewards, some of which are: Sense of achievement, Words of
praise from the seniors, Recognition, Taking pride from the job, Work freedom or autonomy