Backfiring of External Rewards - Essay Example

PSY101 - Introduction to Psychology CA Lecturer: presented: Introduction Different people are motivated to accomplish certain goals through diverse means. There is always an inner directive drive that influences human activity. Rewards are significant motivators for the directive drive to achieve particular objectives. This paper addresses the question of why external rewards may at times backfire. It also highlights the appropriate times for applying external and internal rewards for maximum effectiveness. It identifies some examples of the effective use of both internal and external rewards based on various articles of psychology. Backfiring of External Rewards External rewards may not accomplish their intended purpose depending on how they affect the intrinsic motivation. According to Wilson, the extent to which people consider their behavior to be self determined rather than being influenced by other people to a great extent affects their intrinsic motivation (6). The feeling that the actions people are engaged in are determined by others generates negative motivation. External rewards may backfire if a person feels that he/she is compelled to act in a particular way for the sake of an external source rather than self satisfaction. In other words, a reward that is regarded as controlling by a person disregards self determination and may eventually backfire (Ryan & Deci, 55). A person engaging in an activity that he/she likes doing is intrinsically motivated. Nevertheless, this motivation may decline if rewards are introduced making the person feels that he/she does not participate for fun or self satisfaction but rather for the reward. In other words, this suggests that intrinsically motivated people can maintain high performance until rewards begin controlling their behavior. Controlling rewards cause feelings of coercion and repetitiveness of actions thereby lowering self determination (Franken, 71). For example, a child may be intrinsically motivated to go swimming on weekends. If the parent introduces external rewards to facilitate the acquisition of swimming skills for water safety are introduced, such as some gifts for faster swimming, what could have been a hobby may turn out to be a mandatory exercise that controls the child’s behavior in swimming. This is a form of controlling reward that may lower the child’s morale since it introduces a significant task in a hobby, yet it is not out of self determination. Money for rewards can also be associated with difficult tasks among adults. They feel that tiresome tasks that they do not want to do have to be accomplished for rewards to be acquired, rather than performing the tasks willingly through self determination. In other words, external rewards may change play in to work. External rewards may also backfire if they are offered for the last position. This may be interpreted as an indicator of incompetence and may lower intrinsic motivation (Tauer). Effectiveness of External Rewards The effectiveness of external rewards is manifest when the people involved have the capacity to earn them. In such a situation, all the people try their best to meet the targets for the reward. In other words, when some of the people feel that the target is too high for their reach, they may not work hard since they believe someone else will earn it (Amorose & Horn, 67). Moreover, external rewards must be valued by the targeted receivers. For example, a guitar as reward may have little meaning to a sports star and he/she may not be motivated to perform. On the other hand, the intrinsic motivation for a winner in a musical concert may be increased through receiving the guitar. Extrinsic rewards are effective when they are targeted at the reinforcement of desired behavior that is clearly distinct. The individual should be encouraged to work towards attainment of the behavior rather than accomplishment of the reward. The reward needs to be offered on a timely manner to enhance its effect and not a long period after the desired behavior is achieved. According to Ryan & Deci, predictable or known external rewards may not be effective. Rather, irregular and surprise rewards have a greater effect with regard to reinforcement of desired behavior (55). The effectiveness of external rewards is also increased after the expected behavior is accomplished. This promotes intrinsic motivation since the behavior can be repeated or maintained in the individual for a longer period than in a situation whereby the rewards are offered through deals struck before the preferred behavior is achieved. Such arrangements may lead to laxity in future actions especially if the rewards are no longer available (Pink, 89). It is not necessary for people to be made to compete for rewards. Rather, effectiveness can be achieved through rewarding efforts, desirable choices and other behaviors that do not necessitate competition. Nevertheless, rewards can be offered to winners when all the participants are of equal capabilities, meaning that they have an equal chance of attaining the reward (Amorose & Horn, 67). Effectiveness of Internal Rewards Internal rewards are effective when there is a healthy relationship between the person to be motivated and the person offering the reward. The value of the reward matters less than the relationship. Moreover, the manner in which the rewards are offered may greatly affect their meaning. They should be offered amicably to avoid embarrassing the person receiving the reward. For example, it should not be made to attract undue attention among other people. Reward for participation can significantly enhance motivation rather than rewards strictly based on accomplishments. Such strategies motivate every person to participate devoid of the anxiety of failure to attain positive results (Franken, 71).   Rewards may also be effective when people are allowed to remain in their comfort zones. The comfort zone is a combination of surroundings and occurrences that a person usually feels contented without fears of imminent dangers. An individual is usually at peace without risks in his/her environment (Gainor, 394). Rewards need to match the expected behavior; hence extreme rewards that might frighten an individual need not be used. Individual tranquility needs to be upheld no matter the level of motivation needed. They need to be focused on enhancing the performance standards of an individual which is meaningful for the role of the individual. Effective use of both Internal and External Rewards External and internal rewards have been applied in education to motivate learners to accomplish educational goals. Educators apply the goal theory as an intrinsic motivator whereby educational goals are instilled in the learners, increasing their desires to learn. They are made to understand that that life is made easy through attaining education such that they are able to state the profession they would like to pursue. Even children in primary level of education can state with confidence that they would like to become doctors, lawyers and teachers among other professions based on information received from parents, teachers and guardians. On the other hand, extrinsic motivators are applied to enhance performance, such as monetary rewards for attaining the first position in examinations, certificates of achievement and trophies among other items that demonstrate gratitude for good performance (Pink, 89). These rewards are also applied in the contemporary workplaces to motivate workers to accomplish organizational goals. External rewards are usually offered to the employees as an encouragement for them to continue with good performance in a particular field. In other words, the management offers rewards to an employee so that he/she can do a particular task in the same way that it was done earlier. Intrinsic rewards that demonstrate a humanistic approach to human resource management are also applied in employee motivation. For example, maintenance of occupational health and safety in the workplace is meant to maintain a healthy workforce, which is an indication that the employers are kind-hearted as regards the employees’ wellbeing. The employer expresses understanding that the employees are humans who are rational and that their health needs to be guaranteed for high commitment to be accomplished in the workplace. This positively affects employees’ performance (Franken, 71). Conclusion External rewards affect intrinsic motivation and may result in a positive or negative impact. Intrinsically motivated people usually derive satisfaction from what they do. People should have an equal opportunity to earn external rewards for them to be effectively motivated. Extrinsic rewards are effective when they are focused on reinforcement of the desired behavior. Internal rewards require a healthy relationship between the involved parties. The person to be motivated must be allowed to remain in his/her comfort zone. Internal and external rewards are applied in educational institutions as well as contemporary workplaces for motivation. References Amorose, G. and Horn, B. “Intrinsic motivation: relationships with collegiate athletes’ gender, scholarship status, and perceptions of their coaches’ behavior”, Journal of Sport & Exercise Psychology, 22.1 (2000): 63 - 84 Franken, R. Human motivation (6th ed.). Florence, KY: Wadsworth, 2006.  Gainor, B. “The comfort zone and the fun zone: A case for volunteerism in hand surgery” The Journal of Hand Surgery, Vol. 26.3 (2001): 392-397 Pink, D. Drive: The surprising truth about what motivates us. New York: Riverhead Books, 2009.  Ryan, R. M., & Deci, E. L. “Self-determination theory and the facilitation of Intrinsic motivation, social development, and well-being”, American Psychologist, 55, (2000): 68-78. Tauer, J. Commentary on the complex relationships between motivation, performance, competition, cooperation, and goals, Goal Posts, 2009, viewed on 15 Oct. 2011 at Wilson, G. The Effects of External Rewards on Intrinsic Motivation, 2011: 1-16, Viewed on 15th Oct 2011 at Read More