MOTIVAÇÃO INTRÍNSECA VS. MOTIVAÇÃO EXTRÍNSECA: A APLICAÇÃO DA ESCALA WPI NO CONTEXTO DO SETOR PÚBLICO PORTUGUÊS

  • Miguel Lira Instituto Politécnico de Coimbra, Coimbra Business School – Instituto Superior de Contabilidade e Administração de Coimbra
  • Victor Paulo Gomes da Silva Universidade Aberta
Palavras-chave: Motivação intrínseca, motivação extrínseca, setor público, Portugal.

Resumo

Muita da literatura que versa o constructo ‘motivação’ no setor público alimenta a ideia de que as singularidades organizacionais deste setor e as particularidades dos respetivos funcionários se traduzem numa predominância da motivação intrínseca e, por decorrência, do valor das recompensas intrínsecas. Porém, esta assunção nunca foi escrutinada no âmbito do setor público português; pelo que o objetivo central deste trabalho é, precisamente, dar um contributo para suprir tal lacuna, ou seja, para obter resposta à seguinte questão: ‘em termos gerais, qual o tipo de motivação predominante entre os funcionários públicos portugueses: motivação intrínseca ou motivação extrínseca?’. Para atingir esse objetivo efetuámos um estudo empírico assente na escala ‘The work preference inventory’ desenvolvida por Amabile, Hill, Hennessey e Tighe (1994); o qual envolveu a inquirição por via de questionário dos funcionários não docentes de três instituições públicas de ensino superior. Apesar de o estudo, pelas suas características, não ser generalizável para a totalidade dos funcionários públicos portugueses, o mesmo indicia inequivocamente a predominância entre estes da motivação intrínseca e, por decorrência, do valor das recompensas intrínsecas; sendo de salientar, todavia, níveis não despiciendos de valorização das recompensas extrínsecas. Deste indício resultou um objetivo de caráter periférico para o presente trabalho: alertarmos para a eventual desadequação do sistema de avaliação do desempenho da generalidade dos funcionários públicos portugueses, pois este sistema, em troca do desempenho, apenas oferece recompensas extrínsecas.

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Biografia do Autor

Miguel Lira, Instituto Politécnico de Coimbra, Coimbra Business School – Instituto Superior de Contabilidade e Administração de Coimbra
Departamento das Ciências Empresariais
Victor Paulo Gomes da Silva, Universidade Aberta
Departamento de Ciências Sociais e de Gestão

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