Essays on The Puzzle of Motivation Speech of Dan Pink Literature review

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The paper "The Puzzle of Motivation Speech of Dan Pink " is an outstanding example of a management literature review. Society has occasionally embraced incentives and prizes as a way to motivate people in achieving a given goal. In the 21st century, material things and personal gain have driven modern society to do things out of pressure or for a reward (Barton, 2002, P. 46). This contrasts with the idea of someone just taking part in an activity because they like it or for the fun of it. For instance, a person will only go to work because he or she is being paid or because they need to sustain their families.

In his talk, Dan Pink affirms that extrinsic motivation not only drives a person to do something for a reward but also demoralizes the internal motivation. Thus extrinsic motivations according to studies are the external factors that motivate a person to do something. Hence a person will participate in something in order to receive an award or out of pressure from others. Dan Pink in his speech, “ The Puzzle of Motivation, ” speaks about a topic that goes against the conventional business ethos.

In which he discusses how most business employers and enterprises use rewards as a way to motivate their workers to put in more effort and also attract customers. These values, as employed by the corporate world are divergent with the examples discussed by Pink as he opposes extrinsic motivations. Mr. Pink emphasizes the power of autonomy, mastery, and purpose. He argues that if people stopped to overly depend on extrinsic motivations as a way to get things done, the corporate world would be stronger than it is.

In order to explain his theories, Pink uses experiments carried out on different people and occasions. In his examples, he explains how social sciences have proved that extrinsic motivation rarely works in most instances yet businesses still incorporate them. Pink makes his stand clear and does not advocate for extrinsic motivations whatsoever. External factors that affect a person’ s performance are everywhere. This makes one tend to side with Pink’ s argument on extrinsic motivation. Evidence-based on empirical studies, certify that extrinsic motivation negatively impacts an individual’ s intrusive motivation (Ali & Ahmed, 2009, P.

270).

References

Ali, R., & Ahmed, M. S. 2009. The impact of reward and recognition programs on employee’s motivation and satisfaction: an empirical study. International Review of Business Research Papers, 5(4): 270-279.

Andrew, D. P. S., & Kent, A. 2007. The impact of perceived leadership behaviors on satisfaction, commitment, and motivation: An expansion of the multidimensional model of leadership. International Journal of Coaching Science, 1(1): 35-56.

Barton, G. M. 2002. Recognition at work. Scottsdale: World at Work.

Board, L. M. 2007. Coaching a stockholder on performance improvement option, ASTD International conference Atlanta GA, USA.

Bull, I. H. F. 2005. The relationship between job satisfaction and organizational commitment amongst high school teachers in disadvantaged areas in the Western Cape. Unpublished Masters Dissertation. Cape Town: University of the Western Cape.

Dan Pink. 2009. Drive: The Surprising Truth About What Motivates Us. New York: Riverhead Books (110-119).

Dan Pink, 2009, The Puzzle Of Motivation, Retrieved, 30th November, 2014 from,

Deci, E. & Ryan, R. 1985. Intrinsic Motivation and Self-Determination in Human Behavior. New York: Plenum Press.

Fehr, E. & Schmidt, K. 2000. Fairness, Incentives, and Contractual Choices. European Economic Review, 44 (4–6): 1057–1068.

Frey, B., Fehr, E. And Benz, M. 2000. Does Motivation Crowding Out Spread Beyond the Area of Intervention? Experimental Evidence. Mimeo: University of Zurich.

Kreitner, R., & Kinici, A. 2004. Organizational Behavior, (6th Edition). Boston, MA: McGraw-Hill, Irwin.

Meyer, M., & Kirsten, M. 2005. Introduction to Human Resource Management. Claremont: New Africa Books (Ptv) Ltd.

Oosthuizen, T. F .J. 2001. Motivation influencing worker performance in a technical division of Telkom SA. Acta Commercii, 1: 19-30.

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