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| © 2016 Limeade2
ABOUT OUR SPEAKERS
Dr. Laura HamillManaging Director of Limeade Institute and Chief People Officer
Dr. Toni Best Chief Human Performance Officer at ADURO
| © 2016 Limeade3 | © 2016 Limeade3
TODAY’S AGENDA• Intrinsic vs. extrinsic • Why intrinsic motivation
matters • Intrinsic motivation and
employee engagement• Application• Q&A
| © 2016 Limeade6
INTRINSIC VS. EXTRINSIC MOTIVATION: WHY WE DO WHAT WE DO
Because of the interest and enjoyment in the task itself
Ryan & Deci, 2000
Intrinsic Extrinsic
Because of the outcome that will result by doing the task
• Enjoyment• Purpose• Growth• Curiosity• Passion• Self-expression• Fun
• Promotions• Pay raises• Bonuses• Benefits• Prizes• Winning• Perks
| © 2016 Limeade7 | © 2016 Limeade7
INTRINSIC MOTIVATION IS POWERFULWhen a task is intrinsically motivating, people: • Keep an open mind• Persist autonomously• Adopt mastery goals that guide task
completion• Foster ownership • Flow
Amabile, 2010Csikszentmihalyi, 1975
| © 2016 Limeade8 | © 2016 Limeade8
INTRINSIC MOTIVATION IS RELATED TO…• Performance • Work effort and creativity• Employee knowledge sharing• Retention• Higher job satisfaction
Cerasoli, Nicklin, & Ford, 2014De Jesus et al., 2013; Dysvik, 2013; Lin, 2007
Thomas, 2009
| © 2016 Limeade9
Monetary rewards can harm intrinsic motivation• Over-justification effect: idea
that offering external rewards for an internally rewarding behavior can lead to a reduction in intrinsic motivation (I did it because I got paid, not because I wanted to do it…)
Monetary rewards can work when…
• Getting people to try something new
• Helping drive compliance
USING MONETARY REWARDS
| © 2016 Limeade10
PAIN AVOIDANCE
• Humans innately avoid pain• Avoiding pain can be a
strong motivator, but can create negative sentiment
• People will do just enough to satisfy the requirement, not much else
| © 2016 Limeade11
SCIENCE & PRACTICE DISCONNECT
If intrinsic motivation is so powerful, why are most people practices built around extrinsic motivation?
| © 2016 Limeade12
SCIENCE & PRACTICE DISCONNECTExtrinsic rewards may have been more effective in earlier eras when: • Work was more routine • Patriarchal models were more trusted • Compliance was more important
In our ever-changing environment that requires more creativity and innovation, a focus on extrinsic motivation is not enough…
Pink, 2009
| © 2016 Limeade14
WHAT IS EMPLOYEE ENGAGEMENT?
• A deep connection and sense of purpose at work that creates extra energy and commitment
• Engagement benefits the employee and employer
• When engaged, employees are intrinsically motivated
| © 2016 Limeade15
INTRINSIC REWARDS THAT DRIVE EMPLOYEE ENGAGEMENT
• Meaning • Choice • Competence • Progress
Thomas, 2009
| © 2016 Limeade16
Engagement matters
Companies with high employee engagement:
More profitable(Aon Hewitt, 2009)
78%more profitable
and 40% more productive
Fewer safety incidents
(SHRM, 2006)
5xLess likely
to have safety incident
Higher growth(Hay Group, 2010)
ENGAGED WORKFORCES MEAN BETTER RESULTS
Stock price growth
2.5xthat of peers
| © 2016 Limeade18
DESIGNING AN INTRINSIC-DRIVENPROGRAM Goal: Happy, high-performing and productive workforce
Task: Both a challenge and opportunity to help get to positive change
| © 2016 Limeade19
CREATE AWARENESS
• Provide resources to help employees become aware of their current state of well-being – This isn’t a one-time thing – New learnings can drive
further engagement
Shelley 1972
| © 2016 Limeade20
C H A N G E
P R AC T I C E
I G N I T E
E N G AG E
D I S CO V E R
ADURO Research, in collaboration with work from Fogg, B.J. "A Behavior Model for Persuasive Design," and Duhigg, Charles “The Power of Habits.”
Transformative Habit Change Model
TRANSFORMATIVE HABIT CHANGE
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How important is sleep to you?
1 2 3 4 5
C H A N G E
P R AC T I C E
I G N I T E
E N G AG E
D I S CO V E R
ADURO Research, in collaboration with work from Fogg, B.J. "A Behavior Model for Persuasive Design," and Duhigg, Charles “The Power of Habits.”
HABIT CHANGE IN ACTION
| © 2016 Limeade22
STAGES OF CHANGE
1. Precontemplation2. Contemplation3. Preparation4. Action 5. Maintenance 6. Relapse
| © 2016 Limeade23
PERSONALIZATION
say a personalized, customized approach is needed in a well-being program
75%
feel there are cultural barriers preventing engagement and lack of company support
53%
• Make it meaningful and relevant to the individual
• Meet them where they are• Build trust • Treat them like assets rather than
a bundle of risks • Focus on the whole-person
McManamy 2018
| © 2016 Limeade24
49% 28% 20% 3%
INSPIRING YOUR TOTAL POPULATION
Health & Fitness
Money & Prosperity
Growth & Development
Contribution & Sustainability
selected something other than Health & Fitness51%
35Krespondents
| © 2016 Limeade25
HUMAN MOMENT
Human to human is important —it can’t be fully replaced by technology • Guides intention to
create change • Inspires new thinking• Explores new opportunities for
intrinsic motivation
| © 2016 Limeade27
If they’re engaged as an employee, they’re working harder and more effectively here for the organization... It should be about the employee and what’s good for them.
DAVE SOLKEInterim Executive Director
“
| © 2016 Limeade28
Honestly, when I am volunteering and doing what I do in the community, it gives me energy to go to work. It gives me energy to carry on in life, period.
EARL PARKERFacilities & Maintenance Manager
WHAT MOTIVATES THE EMPLOYEE?
“
| © 2016 Limeade29
It creates a sense of community as well as allows employees to be heard, and when an employees voice is heard, they transform. It’s so exciting to see.
MANETTE MOSESDirector of Health & Safety
HELP EMPLOYEES SHAPE THEIR PROGRAM
“
| © 2016 Limeade32
WHEN TRANSITIONING AN EXISTING PROGRAM
1. Step down approach: Make sure to communicate and explain why — in a personalized way.
2. Start to use more inspiring rewards & fewer traditional financial rewards
| © 2016 Limeade33
“INSPIRING” REWARD EXAMPLES• Recognition/praise (e.g., e-mail signature, trophy or symbol
specific to the organization, well-being hall of fame)• Time with leaders (lunch, shadowing)• Donations to a charity of choice• Customer visits• Paid time off• Team-level rewards that map onto organizational business
goals• Team-level training on a valuable topic• Team-building activities or team-building events
| © 2016 Limeade34
BALANCING INTRINSIC & EXTRINSIC MOTIVATIONInstead of thinking of intrinsic and extrinsic motivation as antagonistic to each other (or the need to choose one or the other), consider them together and in certain situations:
INTRINSIC
• Quality• Creativity • Complexity• Requires personal
investment
EXTRINSIC
• Quantity • Highly repetitive • Simple• Inherently less enjoyable work
Cerasoli et al., 2014
| © 2016 Limeade36
Limeade Limeade is an employee engagement company that inspires commitment by elevating culture.
Limeade technology creates an immersive experience focused on the whole person, the whole company and the whole ecosystem with integrated well-being, engagement, social recognition and aggregation software.
ADURO ADURO is the Human Performance company empowering individuals, organizations and communities to be great at anything.
Our habit-changing experiences are designed to fit your company culture, while starting with each individual’s personal journey. One habit at a time, we help people discover their own path toward a healthy, high-performing life. Those changes transform interests into outcomes, deepening engagement and invigorating your company culture.
Q&A
| © 2016 Limeade38
REFERENCES• Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review,
3(3), 185. • Ryan R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic definitions and new directions. Contemporary Educational Psychology, 25, 54-67. doi:
10.1006/ceps.1999.1020 • Pink, D. (2009, Jul.) The puzzle of motivation. TedTalk. Retrieved from • http://www.ted.com/talks/dan_pink_on_motivation#t-560035 • Amabile, T. M. (2010). What really motivates workers. Harvard Business Review. Retrieved from https://hbr.org/2010/01/the-hbr-list-breakthrough-ideas-for-2010 • Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014, February 3). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis.
Psychological Bulletin. Advance online publication. http://dx.doi.org/10.1037/a0035661 • Csikszentmihalyi, M. (1975). Beyond Boredom and Anxiety. San Francisco: Jossey-Bass.
Dysvik, A. B. (2013). Intrinsic and extrinsic motivation as predictors of work effort: The moderating role • of achievement goals. British Journal of Social Psychology, 52(3), 412-430.
de Jesus, S. S. (2013). Intrinsic motivation and creativity related to product: A meta-analysis of the • studies published between 1990–2010. Creativity Research Journal, 25(1), 80-84.
Lin, H. F. (2007). Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions. • Journal of Information Science, 1, 1-15. doi: 10.1177/0165551506068174
Promberger, M., & Marteau, T. M. (2013). When do financial incentives reduce intrinsic motivation? • Comparing behaviors studied in psychological and economic literatures. Health Psychology, • 32(9), 950-957. doi:10.1037/a0032727
Utman, C. H. (1997). Performance effects of motivational state: A meta-analysis. Personality and Social • Psychology Review, 1(2), 170-182. doi:10.1207/s15327957pspr0102_4 • Thomas, K. (2009, Nov/Dec). The four intrinsic rewards that drive employee engagement. Ivey Business Journal. Retrieved from
http://iveybusinessjournal.com/publication/the-four-intrinsic-rewards-that- drive-employee-engagement/