Page 76 - CMA Journal (Jul-Aug 2026)

A r t ic les S ec t ion

Global research published in Harvard Business Review challenge, we need to use customer satisfaction
(HBR) concluded that money is a poor long-term analogy. We know that customers feel delighted rst
motivator, often failing to boost performance or time they are given an incentive. Quickly, their
engagement. While competitive (fair) pay prevents response moves to must-be. In a short while customers
dissatisfaction. True motivation comes from inner self. demand even more. Similar is the case with employees,
Financial incentives in fact limit performance, an incentive excites them stat then in a short while
encourage unethical behavior, and undermine intrinsic they begin to consider it nothing unusual. Meaning it
Indeed, motivation has a critical function in regulating maximizing his earnings motivation. no longer excite them and if withdrawn they become
our lives and careers. It gives reason to our ambitions, is likely to do so by hook Intrinsic motivation, on the other hand, is built upon dissatis ed. Consequently, to keep motivating them,
energy to our pursuits, perseverance to our or crook. It is so because clarity of purpose, conscience, values, sense of they demand even more. The sad part is there is no
commitment and courage to face hardships. In short, once rationality is responsibility, self-esteem and self-actualization, etc. limit to employees’ yawning expectations.
with motivation we move and without it we let go of hijacked by lust, greed For instance, a student aiming to advance his career Secondly, it is important to take note that once an If economic rewards fail to motivate employees, then harnessing employees’ overall perspective. It,
our lives. The good thing is that everyone is motivated, begins to control would at his own choice sacri ce his leisure incentive is availed employees no longer feel what is the alternative? To unravel this ambiguity, rst therefore, entails a holistic strategy taking into
however with a di erent manifestation. Some are cognition. Afterall, greed opportunities knowing that spending time on his compelled to walk an extra mile. Peter F. Drucker, we need to unpack the true concept of motivation. consideration employee’s overall perspective (Belief,
intrinsically motivated, while others look for external is at the core of every education is more important. Having said, intrinsic management writer, once argued that there should A lot of misnomers surround the concept. For example, values, cognition, needs and expectations, etc.).
stimuli to get their motivation. The former drive unjust and unfair action, motivation keeps the person focused on his purpose, remain a level of dissatisfaction in order to keep it is now common persons’ belief that excitement and To begin with, while recruiting and selecting
motivation from the inner self i.e. clarity of purpose, for it alters cognition lets him adhere to his values and entails reasoning employees motivated. Therefore, in extrinsic fun drive motivation. So much so that, many pseudo employees into the organization, it is imperative to
conscience, values, sense of responsibility, self-esteem from reasoning to before acting and last but not the least does not motivation scenario the need for direct supervision trainers bank on their mesmerizing talk and fun check the perspective of candidates. Candidates
and self-actualization, etc. The latter derive their rationalizing. require external supervision per se. becomes inevitably huge. activities in their so called (“Motivation Training”). The should be evaluated for their intrinsic motivation
motivation from their needs and seek satisfaction of orientation. It is often not practical to alter their
the same in the external environment. Maslow makes On the contrary, an Practice in Contemporary Organizations Hopping jobs is yet another cost of excessive focus on big question is, do the participants leave the session perspectives at 360 degree. That said, motivating
subtle distinction between extrinsic and intrinsic intrinsically motivated extrinsic motivation. Hopping from one employer to truly motivated or simply entertained? The answer is employees who have higher intrinsic motivation
motivation. In his famous Needs’-Hierarchy, he ranked person always remains Prevailing culture in organizations are largely driven by another was never so prevalent then today. So much so obvious. quotient is more plausible.
lower order motivations like food, security and social focused on accomplishing the task in the best possible extrinsic motivation, while intrinsic motivation has that HR managers who are supposed to reduce Objectively speaking, motivation is a cognitive
needs as extrinsic, while he ranked higher order manner, remains disciplined and acts responsibly. The gone in shadows. So much so that fun and excitement attrition in the organization, themselves are the victims readiness to act in a most be tting manner. This Standards of job performance at each position should
motivation like self-esteem and self-actualization as outcome is obvious: sustained motivation from inside. have practically replaced motivation in modern day of hopping culture. People may articulate a host of demands that an employee should have clarity of manifest organizational vision and core values. Better
intrinsic. Having said, necessity of advancing intrinsic social and work settings. Consequently, leaders in reasons but raise in compensation, however purpose, feel his responsibility, demonstrate is to annex the standards in employees’ job
motivation cannot be over emphasized. Excitement vs. Motivation social setting and managers in work setting naively rely insigni cant, is the most recurring factor underlying commitment to do the job well, serve the customer descriptions and performance review criteria. For
on incentives that excite people rather than harnessing the decisions to change jobs. This led to price war in example, the manager should evaluate employees’
Citations from the Noble Quran Another important distinction we need to make in our their intrinsic motivation. For instance, nancial the job market, which is dysfunctional for every right, and leave the impact. Obviously, all this requires
pursuit of understanding motivation is excitement vs. incentives which are generically means of fair employer in the long run. This has a ected the work harnessing overall perspective more than simple performance on basis of demonstrating commitment
motivation. Often it is di cult to di erentiate between compensation and reducing dissatisfaction, are widely culture basically in two ways: increased incidence of excitement. Motivation becomes most important to the vision and living the values. On the contrary, if a
the glittering gold and shining brass, for both are used to induce excitement under the guise of induced dissatisfaction and encouragement of factor in shaping the employees’ (“Psychological manager evaluates his juniors based on how
similar in appearance yet di erent in kind and motivation. The result is obvious: Externally driven fence-sitting attitude amongst employees. Contract”). Having said, motivating entails clarifying submissive they are to him then this would make them
properties. Likewise, the manifestation of excitement instrumental behaviors. It is so because it is lot easier Subsequently, employees’ commitment to the purpose, nurturing positive values – faith, service, focus on building good relations with the manager
rather than performing.
could appear similar to motivation, yet the dynamics of and quicker to manipulate extrinsic motivation while performance is practically replaced with their personal perseverance, discipline, passion and last but not the
the two remain poles apart. Let us explore the we remain ignorant of its cost. grati cation – they become more motivated for least hope and fear – moral compass, mindfulness, Lastly, we know that employees respond to the
di erences. rewards than performance. Hence, uncertainty at the emotional well-being, etc. permeable culture: How peers generally behave
That said, employees’ motivation is directly in uenced resonates across the employees. It is therefore
Any decision taken or action made impulsively lacks by organizational practices. Honestly speaking, with workplace increases many folds. The problem is Recommendations imperative that a dominant organizational culture
reasoning. It is so because when excitement becomes extrinsic motivation being prevalent in the overall generally attributed to low motivation but in fact it is It is pertinent to note that motivating employees has must be established that prevails over individuals’
overwhelming, our cognitive reasoning is e ectively environment employees’ perspectives are e ectively displacement of motivation from intrinsic to extrinsic limitations which one needs to understand before personalities. The culture should proactively
eclipsed. For example, impulsive buying decisions, tuned to instrumental (reward-based) behaviors. This orientation. Paradoxically, organizations naively keep embarking on the role of a motivator. Some pertinent encourage and reinforce intrinsic motivation amongst
halo e ect in recruitment decisions, compromise on results in subtle dilemma: Greed and lust eclipse the raising the level of compensation but for no limitations include employees’ given motivational the employees. Alongside, the organization should
principles for an exciting reward, etc. are common intrinsic motivation, while organizations become sustainable advantage because it does not address the orientation re ect their unique perspective. In uence demonstrate unwavering commitment to the same.
behaviors we observe day-in day-out. victims of employees’ persistent dissatisfaction and real problem. of emergent relationships on employees’ behavior Organizations that follow pro t maximization as the
Earning livelihood is recognized as a primary Does money really motivate? Frederick Herzberg excessive attrition. Much of it goes unnoticed because So, we have basis to conclude that while providing fair usually has precedence. Lack of trust in the relationship sole motivation and give no value to responsible
and equitable satisfaction of lower order needs,
responsibility, however, once it becomes purpose in presented Two-factor Motivation Theory. He it has become neo-normal. So much so that especially economic well-being, e ectively keep between the manager and employees a ects business practices should not expect employees to
life, it tends to alter moral compass and behavior. In the suggested that satisfaction and dissatisfaction are highlighting it raises eyebrows on both sides. manager’s ability to motivate. Reward centric cultures demonstrate intrinsic motivation.
above citations Allah clearly downplays needs-driven independent of each other. Furthermore, he asserted Subsequently, compensation packages have literally employees’ dissatisfaction in control, however, it does are incompatible to nurture intrinsic motivation. Last
motivation. The obvious reason is that our needs (lust that economic well-being of employees a ects the skyrocketed over the last decade, however, not contribute towards augmenting motivation per se. but not the least, motivation level and orientation of
for gains) turn into our obsession, which e ectively (“Hygiene factors”). Hygiene factors are responsible for performance and commitment of the employees are a Thus, we can say lower order needs have inherent the managers may convey a di erent message.
shift our motivation from accomplishing what we have reducing dissatisfaction and employee retention but continuing challenge for their work organizations. To limitations in motivating employees. However,
to accomplish to satisfying our needs (lusts). For do not cause motivation. understand the facts underlying performance organizations remain blindfolded to this fact and Stimulating fun and excitement could be much simpler
example, an entrepreneur feeling obsessed with continue to focus on lower order needs but to no avail. but motivating is rigorous and complex process of

74 ICMA’s Chartered Management Accountant, Jul-Aug 2026