The different relations of extrinsic, introjected, identified regulation and intrinsic motivation on employees’ performance

Abstract

Purpose Following self-determination theory, the purpose of this paper is to investigate the impact of four motivational profiles (external, introjected, identified regulation, and intrinsic motivation) on work performance (interpersonal, adaptive, task, and dedicative performance). The authors also examined the proposed relations with longitudinal data. Design/methodology/approach Participants in Studies 1 and 2 were from several companies in China. Employees completed the questionnaires to measure their work motivation, and managers completed the questionnaires to assess the subordinates’ work performance. Findings In Study 1, the authors found that identified regulation significantly predicted interpersonal performance and adaptive performance. External regulation, introjected regulation, and intrinsic motivation had no significant impacts on interpersonal, adaptive, task, or dedicative performance. In Study 2, the results revealed that identified regulation significantly predicted dedicative and interpersonal performance, but external regulation, introjected regulation, and intrinsic motivation had no significant impacts on the four types of performance. These two studies concluded that only identified regulation strongly predicts work performance. Originality/value The study has contributed to the body of knowledge by clarifying that identified regulation is an important type of motivation in the workplace. Managers might therefore focus on supporting employees for identifying with the organizational goals in order to promote better performance.