Abstract
This study examines the manifestation of intrinsic motivation by exploring the sources of intrinsic and extrinsic motivation among employees of a retail hypermarket. The research uses narrative and...
Highlights
In the retail sector, as in other service sectors, management constantly strives to motivate their employees to work more effectively and efficiently
Extrinsic motivation does not transform to intrinsic motivations such as personalization, identification, or internalization
This study examines the manifestation of intrinsic motivation by exploring the sources of intrinsic and extrinsic motivation among employees of a retail hypermarket
Summary
As in other service sectors, management constantly strives to motivate their employees to work more effectively and efficiently. Pullins (2001) shows in her studies that high intrinsic motivation produces positive outcomes, like flexibility and open mindedness Furnham and his co-authors (2009) focus on the work values from the perspective of an employee in the workplace as it relates to personal development and stimulation. 61) presents an interesting approach on motivation changes as well as the various processes where individual motivation turns from extrinsic to intrinsic (see Figure 1) To clarify these processes, we selected a retail environment where management sets ambitious sales and profitability goals and employees are rewarded when these goals are reached. In the taxonomy of motivational processes (see Figure 1), scholars have shown the characteristics that influence the transition from extrinsic to intrinsic motivation They suggest four motivational processes that lead to and strengthen intrinsic motivation: regulative, introjective (unconscious involvement), identificational, and integrative (Ryan & Deci, 2000). The new typology (see Figure 2) offers an opportunity to understand and verify the different motivational paths that eventually lead to intrinsic regulation
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