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Motivating employees is a continual challenge for business leaders, HR professionals, and managers striving for improved engagement and productivity.
Many still rely on conventional methods—financial rewards, bonuses, and perks—that may drive short-term gains but lack the power to foster long-term commitment.
A shift in thinking is emerging, one supported by recent research. Guo (2023) reveals that when employees are given the trust to make decisions autonomously, they become more motivated and engaged. This article explores how businesses can use this insight to build a culture of sustainable performance.
Understanding Self-Driven Extrinsic Motivation
Employee motivation is typically classified into two main types:
- Intrinsic motivation – When employees find purpose and enjoyment in their work.
- Extrinsic motivation – When employees are driven by external rewards like salaries, bonuses, and promotions.
While intrinsic motivation is ideal, not all tasks are inherently fulfilling. At the same time, traditional extrinsic motivation often leads to disengagement if employees feel pressured or controlled. Self-driven extrinsic motivation bridges this gap. It enables employees to internalize external motivators, transforming tasks that once felt like obligations into opportunities for personal growth and meaningful contributions.
Organizations that encourage self-driven extrinsic motivation benefit from:
- Increased Ownership & Accountability – Employees take initiative instead of relying on micromanagement.
- Higher Job Satisfaction & Well-Being – Employees who connect their work to personal goals experience greater engagement.
- Lower Turnover Rates – Employees who see career progression and value in their work are less likely to leave.
- Enhanced Innovation & Problem-Solving – Employees personally invested in their work contribute more creative solutions.
Guo’s Findings: Trust and Autonomy as Key Motivators
Trust plays a critical role in fostering self-driven extrinsic motivation, as emphasized in Guo’s (2023) study. Employees who are entrusted with greater autonomy report higher job satisfaction and long-term commitment to their work. The study further demonstrates that leaders who avoid micromanagement in favor of empowering their teams unlock stronger motivation and engagement. This aligns with Self-Determination Theory (Deci & Ryan, 2000), which highlights three key needs vital for sustaining motivation.
- Autonomy – Employees need control over their work and decisions.
- Relatedness – Employees need to feel a sense of belonging.
- Competence – Employees need to master their tasks.
Guo’s findings reinforce that autonomy plays a crucial role in employee motivation. When employees have decision-making power, they take greater ownership of their roles and contribute more meaningfully to their organizations.
Real-Life Examples of Self-Driven Extrinsic Motivation
Self-driven extrinsic motivation is not just a theoretical concept; it plays out in real workplace scenarios. Here are three examples of how employees can shift from external obligation to internalized motivation:
1. Acquiring a New Skill
A junior employee is required to learn new project management software. Initially, they do it because their boss asks them to. Over time, they realize it helps them stay organized, gain responsibilities, and position themselves for a promotion.
2. Finding Meaning in Work
A nurse initially resents hospital protocols and efficiency targets. Over time, they internalize their value and connect them to patient care and saving lives.
3. Aligning Tasks with Long-Term Goals
A middle manager is assigned a complex project. Instead of viewing it as just another corporate task, they recognize it as an opportunity to build leadership skills for a future promotion.
Three Steps Leaders Can Take to Support Employee Motivation
Step 1: Understand What Motivates Employees
Leaders must assess what truly drives their employees before implementing new strategies. The Autonomy, Relatedness, and Competence (ARC) Model provides a useful framework for evaluating these motivational needs.
Step 2: Ask Quality Questions and Listen
Leaders should engage employees with meaningful conversations to understand their motivation levels. Examples of quality questions include:
- Autonomy: Do you feel your opinions are valued?
- Relatedness: How are you staying connected with your team?
- Competence: Does your role enable you to leverage your strengths?
Step 3: Shift from Micromanagement to Empowerment
Guo’s study highlights that trust leads to motivation. Leaders should give employees the freedom to make decisions, providing guidance rather than control. This approach fosters long-term engagement and higher performance.
The Role of Money in Employee Motivation
While financial incentives play a role in motivation, they are not a sustainable strategy on their own. Raises and bonuses provide short-term boosts but do not maintain engagement over time. Additionally, if employees perceive pay inequity, it becomes a strong demotivator.
The solution? Transparent compensation structures. Employees who understand how pay decisions are made feel respected, reducing dissatisfaction and disengagement.
Building a Culture of Sustainable Employee Motivation
Leaders who focus on building self-driven extrinsic motivation create workplaces where employees are engaged, innovative, and committed to long-term success. This requires intentional leadership actions that support autonomy, relatedness, and competence.
Empowering employees with trust and decision-making authority is one of the most effective ways to enhance motivation as Guo’s (2023) research demonstrates. Organizations that adopt this strategy will see higher ownership, improved job satisfaction, and stronger retention rates.