Motivation Purity Bias: Expression of Extrinsic Motivation Undermines Perceived Intrinsic Motivation and Engenders Bias in Selection Decisions

Abstract

Organizational selection decisions often involve an exchange of information between candidates and decision makers as to why candidates are motivated to work in the given position. Drawing on popular management myths as our overarching framework, we theorize that candidates’ expressions of extrinsic motivation lead decision makers to infer that the candidate is less intrinsically motivated, in turn engendering bias against such candidates. We term this effect motivation purity bias, and argue that it emerges despite ample evidence, which we review, that penalizing expressed extrinsic motivation is not only unfair to candidates but also counterproductive from the standpoint of maximizing future employee performance. Four studies conducted among hiring managers and business school students yield support for our theory. We discuss implications for fairness and efficiency of organizational selection decisions, as well as for prospects of developing a more balanced view of intrinsic and extrinsic motivation in management research and practice.