Admittedly, some jobs provide few opportunities for intrinsic motivation. Someone cleaning toilets in a hospital may be able to derive some pride from making a contribution (however indirect) to health care, but it's harder to imagine such lofty motivations operating for the person who cleans toilets in a bowling alley. Yet intrinsic motivation is perhaps more generic, more important, and more valuable to organizations than is often recognized.
It may not be necessary for the organization to expend as much on incentives and elaborate control technologies if employees are intrinsically motivated to do a good job. Moreover, in many jobs, workers can survive by doing a merely satisfactory job, but the organization seeks outcomes that are better than satisfactory. Intrinsic motivation is often the most powerful way of getting a worker to take the extra steps to move from "satisfactory" to "more than satisfactory." This is particularly true if trying to move to "more than satisfactory" is risky-for instance, in jobs involving innovation, risk taking, and the like. It is often extremely difficult to induce the optimal mix of risk taking and risk avoidance through explicit incentives, whereas an employee who is motivated by innate curiosity, a drive to excel, or personal growth may naturally be more willing to take more risks of the type the firm would like. leia todo o artigo
