What Motivates Failure or Praise?

ORGANIZATIONAL BEHAVIORSEMESTER IV

“What Motivates:Failure orPraise?”

Final Report

Dated: 7th May 6, 2014Section: BBA-C

Group: 8

Presented by:-

Muhammad Anas (12-4871)

Muhammad Usman Sarwar (12-4774)Zaigham Abbas Ahmed (12-4795)Haider Raza Khan (12-

5867)Haris Khan

Organization Behavior Final ReportWhat Motivates Failure or Praise?

(12-4855)Saad Nadeem Shiekh (12-

4835)Presented to:-

Miss Sara Sameen

Word Count: 6158

Table of Contents

Summary........................................................2Introduction...................................................3Importance for Organizational Behavior........................3Dimensions of Praise and Failure..............................4

Literature review..............................................4Motivation.....................................................6Implications for organizations................................6

Personality....................................................7Implications for Organization...............................7

Motivational theories related to our topic.....................8Hierarchy of Need theory......................................8Self-determination theory (SDT)...............................8

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Intrinsic motivation........................................9Extrinsic motivation.......................................10

Explanation of the topic in light of SDT.....................12Personality theories Relevant to our topic....................15Myer-Briggs..................................................15

Big Five......................................................16 (Carpenter n.d.).............................................17Personality Type and Motivation..............................17

Conclusion....................................................21Bibliography..................................................22

Summary

This topic covers a vast range of motivational theories. We have

narrowed this down to one aspect of motivation i.e. “Praise and

Failure”. A number of motivational theories can be chosen to

analyze how this effects motivation. The theories most closely

related to this are Intrinsic and Extrinsic motivation theory,

Maslow's Hierarchy of Needs and most importantly Self-

determination theory. According to the Self-determination theory

this study is to be divided along the lines of individuals who

are intrinsically motivated and those who are extrinsically

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motivated as both will show different responses to praise and

failure. Furthermore another dimension to this topic is of

personality types. Two of the most important theories with regard

to Organizational Behavior are the “Five Factor Theory” and

“Myers Brigg Personality indicator”.

We have viewed the topic in light of these theories and arrived

to the conclusion that the question what motivates failure or

praise there is no decisive winner as praise and failure both

have their own motivational (or demotivational) potential

depending upon the situation an individual or a group is faced

with.

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Introduction

The topic broached in this report pertains to the comparison

between the motivational potential of failure versus the

motivational potential of praise and psychological aspects they

are based upon. Predominantly the psychological aspects to be

discussed are the motivational factors and the personality traits

that lead to motivation through praise or failure.

Importance for Organizational Behavior

For any organization motivation plays a key role in worker

satisfaction, retention and performance. In modern times

particularly among the generation Y workers organizations are

often faced with being unable to motivate them through

traditional means alone. Generation Y also known as “Generation

Me” is more focused on themselves as compared to previous

generations. The importance for our topic lies in the fact that

organizations often fail to realize the limits to which praise

and failure can motivate and if they are even suited towards

motivating workers coming from a highly individualistic

generation. Most commonly people in the service industry, banks,

retail and those working as customer relationship representatives

(call center agents) are faced with demotivation nearly on a

daily basis. Most recently employees at the technology giant

Apple’s retail outlets have begun to speak out against their

employer accusing Apple for cutting in on their personal life and

leaving them demotivated. (Apple Store Employees n.d.)

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Dimensions of Praise and Failure

Before we even begin our discussion on the topic of motivation we

need to define what is meant by praise and failure in order to

give our report a clearer context. Failure as per the meaning of

the word means to try and accomplish a task but not succeed in

accomplishing it. Here praise refers to any appreciation shown by

an external factor be it verbal, monetary or in the form of

tangible and intangible rewards.

Literature review

The research paper titled “Intrinsic and Extrinsic motivation:

Classic definitions and new directions” by Richard M. Rayan and

Edward L. Deci of University of Rochester, New York, USA;

explains Self-determining theory in detail and also suggests

various implications of this theory in light of everyday human

behavior.

Research paper titled “Leadership: The Personality Factor” by

Jane M. Moraski, Lieutenant Commander, United States Navy. This

paper talked about what personality types make the best leaders

universally and what traits are common between them and was used

to identify exactly that.

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Another paper titled “Personality Typing and Leadership” by

Richard J. Wester, Commander, U. S. Coast Guard focuses on the

military advantages and disadvantages of each personality type

and was used to simply ascertain the explanation for the 16

different personality types the Myers Brigg type indicator gives.

Another paper titled “Which Big-Five personality traits drive

entrepreneurial failure in highly innovative industries” by Uwe

Cantmer, Rainer K. Silbereisen and Sebastian Wilfling was used to

identify what big five traits must leaders and entrepreneurs

possess. This paper however was focused on highly innovative

industries and therefore its results may hold valid in the

context of an organization. The same personalities that failed in

highly innovative industries may flourish in other industries.

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Motivation

In pure psychological terms motivation is defined as the

procedure that begins, directs and upholds a behavior meant for

attaining a goal. In simple words it is a contingent of

biological and psychological processes that drives or moves an

individual to act, whether the action is drinking a glass of

water to quench thirst or running as fast as one can to win a

race all is fueled by motivation. That’s why the word

‘motivation’ is usually used to define why one acts in a certain

way (145). It can arise from the interrelation of both

unconscious and internal aspects such as base needs, wants or

desires as well as external factors such as rewards and

expectations of others (1451).

Motivation consists of three chief components activation,

persistence and intensity. Activation is ones desire to behave or

begin behaving in a certain way, for example one might have the

desire to be a boxer. Persistence is ones constant effort to

attain the goal that he or she aspires, in the proposed example

one pursuing his/her desire to become a boxer might face a lot of

hurdles along the way, the relentless resolve that the person

shows while pursuing his or her goal is determined by the

persistence of the motivation. The intensity indicates the

attention and energy one puts in attaining his or her goal. It

also determines the lengths to which one is willing to go in

order to achieve the goal that has been set. In case of the boxer

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the intensity of his/her desire to see him/herself in a boxing

ring will determine the things he/she is willing to do or forgo

and the lengths he/she is willing to cover in order to meet

his/her aspiration. (145)

Implications for organizations

As it has been established that motivation causes one to act, it

has immense implication towards organizations, as motivational

theories can be manipulated to explain crucial things in

workplace behavior such as job performance, job satisfaction, how

employees can be motivated to act in a certain way, identify

individual goals, design reward structure for different

employees, etc.

Personality

Personality is defined as individual differences among people in

their behavior patterns, cognition and emotion. There are many

theories within the context of Organizational Behavior that are

used to explain behavioral differences in employees. (Personality

n.d.)

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Implications for Organization

The importance for any organization of such measures of

personality cannot be stressed enough. These tests help in

finding out what makes an employee “tick” and can act as a

measure of their potential. Organizations can use this to find

out:

How to best motivate their employees?

Employee job fit?

How to increase job satisfaction and job performance?

When, how and what types of rewards do employees need?

What is an employee’s leadership potential?

What type of authority and power they may come to possess?

How they will partake in organizational politics?

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Motivational theories related to our topic

Hierarchy of Need theory

This theory is popularly known as Abraham Maslow’s Hierarchy of

Needs. It is based upon Maslow’s hypothesis that argues that

every individual has an internal hierarchy of five needs:

1) Psychological/Biological: These include basic biological

needs necessary for survival such as need to breathe air,

need for food and water for sustenance, need for shelter,

etc.

2) Safety/Security: This indicates the need for security and

safety from any harm whether physical or psychological.

3) Social: This indicates an individual’s need to connect and

interact with others with the goal of association and

acceptance within a group.

4) Esteem: This indicates the need for the fulfillment of one’s

internal desires such as the need for power, autonomy, self-

respect, ego, etc. It also includes ones need for

fulfillment of extrinsic desires such as a social-status,

attention, recognition, etc.

5) Self-Actualization: It indicates ones need to grow and

attain his or her maximum potential and self-fulfillment.

Although it has been acknowledged that a need can never be

completely fulfilled, but if a sizeable portion of the need is

satisfied its potential to motivate an individual is

substantially lost. Therefore when a need is substantially

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satisfied the need next in progression becomes more important.

(June n.d.)

The topic “What motivates failure of praise?” is in relation to

the esteem and self-actualization of Maslow’s Hierarchy of Needs

as failing to accomplish something new or challenging or being

praised in the context of an organization means that one is

moving towards self-actualization from esteem.

Self-determination theory (SDT)

SDT has been found to be most relevant to the topic of the report

as most of the other theories of motivation view it as a unitary

process and argue that motivation fluctuates from lower levels to

higher levels; whereas motivation is remotely a unitary process.

Not only it varies in-between high and low levels but it also has

several orientations based on the goals, attitudes and their

resultant actions. SDT distinguishes motivation in to two basic

categories intrinsic and extrinsic motivation based on the goals and

factors that they are caused by. Therefore being motivated after

failing to do something novel or challenging refers to being

intrinsically motivated and being motivated due to praise

indicates the presence of extrinsic motivation.

Self-determining theory also argues that there are three basic

needs Autonomy, Competence and Relatedness amongst all humans;

whose presence, absence and varying concentrations affect the

motivational orientation to be intrinsic or extrinsic.

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However people cannot be divided along these lines because

instead of operating on the two extremes of pure intrinsic and

extrinsic motivation human beings lie on a continuum between two.

Hence the study is restricted to only intrinsic and extrinsic

motivation considering that normally in a functioning

organization an individual will not be “amotivated”. Which however

is not actually the case.

Aspects of intrinsic and extrinsic motivation will be discussed

in detail to support our argument, explain how failure and praise

can motivate and conclude which possesses greater motivational

potential.

Intrinsic motivation

Being intrinsically motivated means that one acts or behaves in

certain ways for the internal satisfaction, fun and personal

fulfillment rather than external factors such as reward,

expectation of others, etc.

Instinctively humans are internally driven to explore, learn and

hone their skills. This is why without the expectation or

presence of external reward children are found to be so active,

curious, inquisitive, and playful. This internal and natural form

of motivation is believed to be essential for the physical,

social, cognitive and personal development.

Hence, intrinsic motivation is generated from within a person,

but it is also related to the nexus between a specific behavior

and the person. This is why different people are internally Page 12 of 33


driven to do different things and the activity itself is a reward

for that person.

An intrinsically motivated person has three basic psychological

needs, namely Competence (popularly known as self-efficacy),

Autonomy (self-determined action) and Relatedness. But the most

basic need is the satisfaction one gets from an intrinsically

interesting activity. Participating in intrinsically interesting

tasks can and usually does lead to improvement in the task

performance and ultimately the overall motivation of the person.

There are certain conditions that can enhance ones intrinsic

motivation or diminish it.

Cognitive Evaluation Theory (CET)

CET is a sub theory of self-determining theory (SDT) and it

explains the social factors that can cause variance in intrinsic

motivation, it argues that interpersonal interaction and

arrangements can lead towards the fulfillment of need for

Competence (Popularly known as self-efficacy) and can enhance

intrinsic motivation. It further argues that the fulfillment of

need for Competence (self-efficacy) alone does not increase

intrinsic motivation it must be accompanied by a sense of

Autonomy, or in inscriptive terms Internal Perceived Locust of

Causality. Therefore, as Autonomy enhances perceived Competence,

one mustn’t only feel perceived Competence (self-efficacy) but

also must believe there actions are autonomous (self-determined)

if intrinsic motivation is to be enhanced.

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Intrinsic motivation can begin to diminish if Autonomy begins to

be substituted with control; the perceived Competency also

diminishes with decrease in Autonomy. Increase in external

factors such as rewards, and punishment also cause a decrease in

intrinsic motivation.

Studies indicate that students who have more Autonomy supportive

teachers tend to be more energetic, curious and desire for

challenging tasks. On the other hand students with authoritarian

control over them learn less well, and are less creative.

This indicates that the principals of CET do not apply on

activities that cannot provide a sense of perceived Competence

and Autonomy.

Extrinsic motivation

Behavior influenced by external factors such as rewards,

punishment and expectations of others is known to be

extrinsically motivated. Unlike intrinsically motivated behavior

it is not completely autonomous. The level of Autonomy varies in

different circumstances.

Internalization

It is a process of several degrees of accepting a regulation

imposed on someone to become self-regulated. In other words,

internalization is a scale that shows how ones motivation can

range from amotivation (unwillingness) to a better quality of

commitment.

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Organismic Integration Theory (OIT)

It is a second sub theory of SDT; it indicates the different

forms and levels of extrinsic motivation.

The above OIT taxonomy illustrates motivation levels from left to

right. The left most is amotivation, it arises when the person

does not value his/her behavior, not having a sensation of

acquiescence to it or believes it has an undesirable outcome.

Just right to amotivation is a range of extrinsic motivations

varying in autonomy that is increasing order from left to right

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with which internalization is increasing. As the autonomy

increases the acceptance of regulation also increases until

regulation becomes completely integrated with the person. It

indicates that a behavior triggered by an external factor (e.g.

reward) which may allow a person to experience the intrinsically

interesting aspects in it that can change the orientation of a

person from extrinsic motivation to intrinsic motivation. But it

can also happen the other way around i.e. backward shift due to

increase in control that can cause a shift towards extrinsic

motivation.

Other than the reward and punishment factor extrinsic motivation

can also occur due to fact that people are associated with other

people, group or a society. An individual’s behavior can greatly

be affected by external sources such as family, colleagues,

friends, significant others etc. His/her internalization

(acceptance of regulation) usually increases as that person’s

extrinsic motivation moves from external regulation to

integration with his/her own personality depending upon the

frequency of the behavior, the greater the frequency, greater the

level of increase in internalization. In STD it is called

Relatedness; it has an immense extrinsic motivational potential.

(Deci n.d.)

Explanation of the topic in light of SDT

What motivates failure or praise?

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According to SDT both have motivational potential under different

orientations and conditions. Failure: As discussed above an

intrinsically motivated person has high perceived competence and

his/her actions are self-determined. Such people are driven to

explore and experience new things in their field of efficacy and

as they try to do something novel, they usually have a high

tendency to fail. If they fail in achieving their desired result,

it might have a very demoralizing effect on them first but as

they know that they themselves are responsible for their actions

(i.e. they take autonomous decisions) and their perceived

competence (self-efficacy) in the field of their result acts as a

constant reminder for them, that they do possess the potential to

accomplish goals they had set for themselves. This is what fuels

their motivation, to keep trying harder after failing repeatedly

until they accomplish what they set out for.

The artist Vincent Van Gogh is a good example of an individual

not being demoralized due to failing frequently. Although he only

sold one painting in his life that too months before his death,

but his belief in his own abilities (self-efficacy) and

autonomous thinking kept motivating him to do the thing he liked

doing. A Vincent Van Gogh piece of art is worth millions now.

(14ht)

Praise: Pertaining to prior discussion it has been made clear

that an extrinsically motivated person is someone who’s

motivation and resultant actions are influenced by external

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factors such as expectation of rewards or punishment, expected

behavior, peer pressure, etc. Such a person if praised for a

specific action is likely to be motivated to do similar actions

again. If that person finds an intrinsically interesting factor

in the action he/she is praised for, there can be increase in

internalization of that person that can cause an orientational

shift of motivation from extrinsic towards intrinsic motivation.

But there is also a downside, being praised too much for a

specific course of action can motivate an individual to be over

committed to it. This over commitment can be irrational and lead

to anchoring effect that can cloud open thinking regarding new

developments or situations.

Field Martial Sir Bernard Montgomery’s over commitment to a

specific battle tactic due to being praised is a good example of

extrinsic motivation and orientational shift.

General Montgomery was a top level British military commander in

the Second World War. He commanded the 8th British Army in the

West Desert (Upper part of Africa) and in Italy where his tactic

to attack with an overwhelming force got him a lot of victories

in that theater of World War II. Because of his victories in

Italy and Africa he received much praise and was given command of

a much bigger force. Field Martial Eisenhower also gave him a

seat in the table of top strategists of the Allied Expeditionary

Forces (AEF), during Operation Overlord popularly known as “D-

day”. His all-out overwhelming force tactic seemed to be

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successful. This enhancing of his Autonomy and perceived

Competence shifted his perceived locus of causality from external

to internal.

Due to repeated success of his tactic he persuaded Gen.

Eisenhower, the Commander-in-Chief of the AEF to accept his

proposal to invade Netherlands, and enter Germany by means of a

quick and overwhelming attack. Majority of the already very

scarce Allied resources were hence allocated to Gen. Montgomery’s

Operation Market Garden and the rest of the invasion of Europe

was put on hold. The invasion failed miserably and ended up in a

blood bath. Almost 17,000 of Montgomery’s men died in that

assault and the rest were ordered to retreat because Gen.

Montgomery failed to anticipate the German strength in the region

and adapt accordingly because he was overly committed to the

perceived effectiveness and potential (i.e. perceived self-

competence) of his tactic, which combined with high level of

autonomy and high external rewards lead to his defeat. (Sarwar

2014)

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Personality theories Relevant to our topic

Myer-Briggs

The Myer-Briggs Type Indicator (MBTI) measures personality

according to four pairs of preferences or “dichotomies” that are

attitudes, functions: perceiving and judging functions and

lifestyle.

Attitudes are measured as being extraverted or introverted (E/I).

People who operate in the external world of behavior, action,

people, and things are said to have an extroverted attitude.

While those that operate on internal world of ideas and

reflection are said to have an introverted attitude. Extraverts

are more action oriented, seek breadth of knowledge and

influence, and prefer more frequent interaction. While introverts

are thought oriented, seek depth of knowledge and influence, and

prefer more substantial interaction. Extraverts recharge and get

their energy from spending time with people, while introverts

recharge and get their energy from spending time alone.

Perceiving functions are measured as sensing or intuitive (S/N)

and judging functions are measured as thinking and feeling (T/F).

Sensing and intuition are the information-gathering (perceiving)

functions these describe what an individual relies on in order to

find information about their environment. Sensing individuals

tend to trust information that is in the present, tangible, and

concrete and can be understood by their five senses. They look

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for details and facts while trying to find meaning in the data.

On the other hand those who are more intuitive tend to trust

information that is more abstract or theoretical, that can be

associated with other information. They find meaning in the

underlying theory and principles which are manifested in the

data. Decision-making (judging) functions are thinking and

feeling, individuals have a strong inclination towards one or the

other. Based on the information gathered through the above

function thinking individuals tend to decide things from a more

detached standpoint, measuring the decision by what seems

reasonable, logical, causal and consistent. Whereas feeling

individuals tend to come to decisions by empathizing with the

situation and weighing the situation to achieve balance

considering the needs of the people involved.

Lifestyle is measured as judging/perception (J/P) ie which of the

two types of functions an individual is more inclined to. This

overall leads to a total of 16 different personality types

(Myers-Briggs Type Indicator n.d.)

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(Moraski 2001)

Big Five

The Five Factor model measures personality on the basis of five

traits Openness to experience, Conscientiousness, Extraversion,

Agreeableness and Neuroticism.

Openness to experience reflects the degree of intellectual

curiosity, creativity and the preference for novelty that a

person has. It is also described as the extent to which a person

is imaginative or independent.

Conscientiousness is the tendency to be organized and dependable

and prefer planned rather than spontaneous behavior.

Extraversion is being outgoing energetic and having a tendency to

seek stimulation in the company of others.

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Agreeableness is the tendency to be compassionate and cooperative

rather than suspicious and detached towards others.

Neuroticism refers to the degree of emotional stability and

impulse control. It is also the tendency to experience negative

emotions. (Big Five personality traits n.d.)

(Carpenter n.d.)

Personality Type and Motivation

It has been noted that introverted personalities tend to lean

more towards intrinsic motivation. They also generally show high

need for autonomy, are hence motivated more by failure than by

praise. In some cases praise may actually be counterproductive

towards motivating an introverted personality. It may reduce

their intrinsic motivation for a given task and lead them to

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becoming demotivated instead. Air Chief Marshal Hugh Dowding is

perhaps a lesser known nonetheless extremely important innovator

in the field of aerial warfare. He laid down the first proper air

defense network in Great Brittan. The man was not given any

recognition for his contribution at the time as a soldier nor

appraisal in old age. This leads us to conclude that he was

intrinsically motivated towards his job as an Air Chief Marshal

and the threat of failing to provide a viable defense to his

homeland was the key factor to his motivation. (MBTI Types of

Five Military Leaders n.d.)

Extroverted personality types have a high need for Relatedness;

praise plays an important role in their motivation. Such

personality types generally lean towards extrinsic motivation and

when extrinsically motivated behavior is given extrinsic rewards

it only serve to reinforce such behavior. Isoroku Yamamoto was a

Japanese Marshal Admiral and the Commander-in-Chief of the

Combined Fleet during World War II. He was credited with

inventing a whole new branch of naval warfare, carrier warfare.

His extroverted personality suggests he was extrinsically

motivated. This is further supported by the fact that in Japan

all members of the armed forces believe in the code of Bushido

(or some modified form of it). Even though he himself thought

Japan couldn’t win the war, he still worked towards trying to win

because in the code of Bushido failure is not an option. When one

fails he/she is shunned by society and said to be dishonored. The

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only way to reclaim ones honor is seppuku or ritualistic suicide.

(MBTI Types of Five Military Leaders n.d.)

Furthermore people scoring high on the big five personality

traits all tend to be extrinsically motivated and therefore

praise can be used as a tool to sufficiently reinforce behavior

and move them towards achieving the desired outcome. Individuals

scoring low on this scale tend to be introverts and thus lean

towards being intrinsically motivated. Praise in such a case may

not work or may even be counterproductive. Failure serves as more

of a motivator for such individuals. If we take the example of

Michael Jordan he would score high on the conscientiousness part

because ever since he was a kid he was known to be organized,

careful and disciplined. It was said that one of the reasons why

Jordan’s marriage ended with his wife was because of failing to

rectify differences. This leads us to conclude that he would not

score high on the agreeableness factor. On the neuroticism scale

Jordan would score low because he was never anxious enough to

falter in the biggest moments of his basketball career. He would

be rated high on the openness factor because did not ever try to

hide his personality. He also had to regularly appear on

television and for interviews he would rate high on the

extraversion portion of the Big Five Traits. (Michael Jordan

n.d.) This man himself has said “I've missed more than 9000 shots

in my career. I've lost almost 300 games. 26 times, I've been

trusted to take the game winning shot and missed. I've failed

over and over and over again in my life. And that is why I

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succeed.” Showing how failure becomes a motivator for such

individuals. (Michael Jordan at Brainy Quote n.d.)

The natural leader defined in Big Five terms is intuitive,

energetic and outgoing (extroverted) persuasive and competitive

(low agreeableness), dedicated to a goal (highly contentious) and

highly emotionally stable (low neurotic). These traits all seem

to be same for entrepreneurs, leaders and managers alike as each

is a leader in their own right.

From the Myers Brigg personality type indicator entrepreneurs

tend to be ENTJ, ENTP, INTJ, INTP personalities (What Myers

Briggs personality type are most entrepreneurs n.d.). Leaders

tend to have ISTJ, ESTJ, ENTJ and INTJ personalities

(Professional Effectiveness Articles n.d.). Managers however can

take up a vast number of personality types most predominantly

being INTP, ENTP, INTJ and ENTJ types. The most common

personality types among the population are ISFJ, ESFJ and ISTJ.

They constitute about 1/3rd of the entire population and

therefore it stands to reason they will also form a large chunk

of the workforce.

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(Likelihood

of MBTI types becoming managers n.d.)

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`

(Myers Briggs statistics n.d.)

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Conclusion

This discussion leads us to conclude that motivational

orientation and personality play a key role in how and even if

praise and failure can motivate an individual. Due to the fact

that each individual is unique and will thus vary in not only the

type of motivation they possess (intrinsic or extrinsic) but also how

they perceive praise and failure. In short intrinsically

motivated individuals are of an introverted personality type and

are ones that tend to be more motivated by failure. Whereas

extrinsically motivated individuals are of an extroverted

personality type and tend to be more motivated by praise. However

this is just a general statement and only holds true when taking

personality types into account independent of an individual’s

perceived locus of control. As the locus of control shifts

towards being perceived as more internally attributed the

motivation for a given behavior shifts to becoming intrinsic,

whereas if it is perceived as becoming more externally attributed

the reverse becomes true.

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most-entrepreneurs#.

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What Motivates Failure or Praise?

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