MOTIVAÇÃO INTRÍNSECA VS. MOTIVAÇÃO EXTRÍNSECA: A APLICAÇÃO DA ESCALA WPI NO CONTEXTO DO SETOR PÚBLICO PORTUGUÊS
DOI:
https://doi.org/10.18028/rgfc.v5i4.1126Keywords:
Motivação intrínseca, motivação extrínseca, setor público, Portugal.Abstract
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.
Downloads
References
AGUINIS, H. ; JOO, H.; GOTTFREDSON, R. K. Performance management universals: think globally and act locally. Business Horizons, v. 55, p. 385-392, 2012.
ALONSO, P.; LEWIS, G. B. Public service motivation and job performance evidence from the federal sector. The American Review of Public Administration, v. 31, n. 4, p. 363-380, 2001.
AMABILE, T. M. Motivational synergy: toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review, v. 3, n. 3, p. 185-201, 1993.
AMABILE, T. M.; HILL, K. G.; HENNESSEY, B. A.; TIGHE, E. M. The work preference inventory: assessing intrinsic and extrinsic motivational orientations. Journal of Personality and Social Psychology, v. 66, n. 5, p. 950-967, 1994.
BELLÉ, N. Experimental evidence on the relationship between public service motivation and job performance. Public Administration Review, v. 73, n. 1, p. 143-153, 2013.
BENTO, R. F.; WHITE, L. F. Participants' values and incentive plans. Human Resource Management, v. 37, n. 1, p. 47-59, 1998.
BREGN, K. Detrimental effects of performance-related pay in the public sector? On the need for a broader theoretical perspective. Public Organization Review, v. 13, n. 1, p. 21-35, 2013.
BREWER, G. A.; RITZ, A.; VANDENABEELE, W. Introduction to a symposium on public service motivation: an international sampling of research. International Journal of Public Administration, v. 35, n. 1, p. 1-4, 2012.
BURGESS, S.; RATTO, M. The role of incentives in the public sector: issues and evidence. Oxford Review of Economic Policy, v. 19, n. 2, p. 285-300, 2003.
CAMERON, J.; PIERCE, W. D. Rewards and intrinsic motivation: resolving the controversy. Westport, CT: Bergin & Garvey, 2006.
CARAPETO, C.; FONSECA, F. Administração pública: modernização, qualidade e inovação, 2.ª edição. Lisboa: Edições Silabo, 2006.
CHERNISS, C. ; KANE, J. S. Public sector professionals: job characteristics, satisfaction, and aspirations for intrinsic fulfillment through work. Human Relations, v. 40, n. 3, p. 125-136, 1987.
CHO, Y. J.; PERRY, J. L. Intrinsic motivation and employee attitudes: role of managerial trustworthiness, goal directedness, and extrinsic reward expectancy. Review of Public Personnel Administration, v. 32, n. 4, p. 382-406, 2012.
CHRISTENSEN, R. K.; WRIGHT, B. E. The effects of public service motivation on job choice decisions: disentangling the contributions of person-organization fit and person-job fit. Journal of Public Administration Research and Theory, v. 21, n. 4, p. 723-743, 2011.
COLLIS, J.; HUSSEY, R. Business research: a practical guide for undergraduate and postgraduate studies, 2.ª edição. New York, NY: Palgrave Macmillan Publishers Limited, 2003.
CRAWFORD, D.; WRIGHT, V. Reward and remuneration. In CRAINER, S. (Org.), The Financial Times handbook of management. London: Pitman Publishing, 1995, p. 309-324.
CREWSON, P. E. Public-service motivation: building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory, v. 7, n. 4, p. 499-518, 1997.
DECI, E. L. Effects of externally mediated rewards on intrinsic motivation. Journal of Personality and Social Psychology, v. 18, n. 1, p. 105-115, 1971.
_____. Intrinsic motivation, extrinsic reinforcement, and inequity. Journal of Personality and Social Psychology, v. 22, n. 1, p. 113-120, 1972a.
_____. The effects of contingent and noncontingent rewards and controls on intrinsic motivation. Organizational Behavior and Human Performance, v. 8, n. 2, p. 217-229, 1972b.
_____. Intrinsic motivation. New York, NY: Plenum Press, 1975.
DECI, E. L.; RYAN, R. M. The empirical exploration of intrinsic motivational processes. In: BERKOWITZ, L. (Org.). Advances in experimental social psychology (Vol. 13). Orlando, FL: Academic Press, 1980, pp. 39-80.
_____. Intrinsic motivation and self-determination in human behavior. New York, NY: Plenum, 1985.
_____. A motivational approach to self: integration in personality. In:DIENSTBIER, R. A. (Org.). Perspectives on motivation. Lincoln, NE: University of Nebraska Press, 1991, pp. 237-288.
_____. The ‘what’ and ‘why’ of goal pursuits: human needs and the self-determination of behavior. Psychological Inquiry, v. 11, n. 4, p. 227-268, 2000.
_____. Self-determination theory In: Lange, P. A. M.; KRUGLANSKI, A. W.; HIGGINS, E. T. (Orgs.), Handbook of theories of social psychology: collection: volumes 1 & 2. London: SAGE Publications, 2012, p. 416-437.
DOHERTY, T. L.; HORNE, T. Managing public services – implementing changes: a thoughtful approach to the practice of management. London: Routledge, 2002.
EMERY, Y. Rewarding civil service performance through team bonuses: findings, analysis and recommendations. International Review of Administrative Sciences, v. 70, n. 1, p157-168, 2004.
FALK, A.; KOSFELD, M. The hidden costs of control. American Economic Review, v. 96, n. 5, p. 1611-1630, 2006.
FERLIE, E.; STEANE, P. Changing developments in NPM. International Journal of Public Administration, v. 25, n. 12, p. 1459-1469, p. 2002.
FOREST, V. Performance-related pay and work motivation: theoretical and empirical perspectives for the French civil service. International Review of Administrative Sciences, v. 74, n. 2, p. 325-339, 2008.
FRANK, S. A.; LEWIS, G. B. Government employees – working hard or hardly working?. American Review of Public Administration, v. 34, n. 1, p. 36-51, 2004.
FREDERICKSON, H. G. The spirit of public administration. San Francisco, CA: Jossey-Bass, 1997.
FREY, B. S. On the relationship between intrinsic and extrinsic work motivation. International Journal of Industrial Organization, v. 15, n. 4, p. 427-439, 1997a
_____. Not just for the money: an economic theory of personal motivation. Brookfield, VT: Edward Elgar Publishing Company, 1997b.
_____. Inspiring economics: human motivation in political economy. Cheltenham: Edward Elgar Publishing, 2001.
FREY, B. S.; HOMBERG, F. OSTERLOH, M. Organizational control systems and pay-for-performance in the public service. Organization Studies, v. 34, n. 7, p. 949–972, 2013.
FREY, B. S.; JEGEN, R. Motivation crowding theory. Journal of Economic Surveys, v. 15, n. 5, p. 589-611, 2001.
FREY, B. S.; OBERHOLZER-GEE, F. The cost of price incentives: an empirical analysis of motivation crowding-out. The American Economic Review, v. 87, n. 4, p. 746-755, 1997.
FREY, B. S.; OSTERLOH, M. Yes, managers should be paid like bureaucrats. Journal of Management Inquiry, v. 14, n. 1, p. 96-111, 2005.
GAGNÉ, M.; DECI, E. L. Self‐determination theory and work motivation. Journal of Organizational Behavior, v. 26, n. 4, p. 331-362, 2005.
GRAND, J. Motivation, agency and public policy: of knights and knaves, pawns and queens. Oxford: Oxford University Press, 2003.
HOUSTON, D. J. Public-service motivation: a multivariate test. Journal of Public Administration Research and Theory, v. 10, n. 4, p. 713-727, 2000.
_____. Motivating knights or knaves? Moving beyond performance-related pay for the public sector. Public Administration Review, v. 69, n. 1, p. 43-56, 2009.
_____. Implications of occupational locus and focus for public service motivation: attitudes toward work motives across nations. Public Administration Review, v. 71, n. 5, p. 761-771, 2011.
HUGHES, O. Public management and administration: an introduction, 3.ª edição. London: Palgrave Macmillan, 2003.
JURKIEWICZ, C. L., MASSEY, T. K.; BROWN, R. G. Motivation in public and private organizations. Public Productivity & Management Review, v. 21, n. 3, p. 230-250, 1998.
KARL, K. A.; SUTTON, C. L. Job values in today’s workforce: a comparison of public and private sector employees. Public Personnel Management, v. 27, n. 4, p. 515-527, 1998.
KESSLER, I. Reward system choices. In: STOREY, J. (Org.). Human resource management: a critical text, 2.ª edição. London: Thomson Learning, 2001, p. 207-231.
KHOJASTEH, M. Motivating the private vs public sector managers. Public Personnel Management, v. 22, n. 3, p. 391-401, 1993.
KO, E. Y. L. Performance appraisal in higher education: the impact of new managerialismo n the motivation of academic staff, Tese de Doutoramento em Educação. Bristol: School of Education – Faculty of Social Sciences of University of Bristol, 2001.
LAWLER, E. E. Rewarding excellence: pay strategies for the new economy. San Francisco, CA: Jossey-Bass Inc, 2000.
LYONS, S. T., DUXBURY, L. E.; HIGGINS, C. A. A comparison of the values and commitment of private sector, public sector, and parapublic sector employees. Public Administration Review, v. 66, n. 4, p. 605-618, 2006.
MAIDANI, E. Comparative study of Herzberg’s two-factor theory of job satisfaction among public and private. Public Personnel Management, v. 20, n. 4, p. 441-448, 1991.
MAROCO, J.; GARCIA-MARQUES, T. Qual a fiabilidade do alfa de Cronbach? Questões antigas e soluções modernas?. Laboratório de Psicologia, v. 4, n. 1, p. 65-90, 2006.
MONTEIRO, D. L. C.; PEÑALOZA, V.; PINTO, F. R.;CORIA, M. C. D.;CALDERÓN, L. M. O. Attitudes towards money and motivational orientation to work in Brazilian young workers. Contaduría y Administración, v. 60, n. 1, p. 11-30, 2015.
MOYNIHAN, D. P. The normative model in decline? Public service motivation in the age of governance. In: PERRY. J. L.; HONDEGHEM, A. (Orgs.). Motivation in public management: the call of public service. New York, NY: Oxford University Press, 2008, pp. 247-267.
NUNNALLY, J. C.; BERNSTEIN, I. H. Psychometric theory, 3.ª edição. New York, NY: McGraw-Hill, 1994.
OH, S. S.; LEWIS, G. B. Can performance appraisal systems inspire intrinsically motivated employees?. Review of Public Personnel Administration, v. 29, n. 2, p. 158-167, 2009.
OSBORNE, D.; GAEBLER, T. Reinventing government: how the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley, 1992.
OSTERLOH, M.; FREY, B. S. Does pay for performance really motivate employees?. In:, NEELY, A. (Org.). Business performance measurement: theory and practice. Cambridge: Cambridge University Press, 2002, pp. 107-122.
OSTERLOH, M.; FREY, B. S.; FROST, J. Managing motivation, organization and governance. Journal of Management and Governance, v. 5, n. 3-4, p. 231-239, 2001.
OSTERLOH, M.; FREY, B. S.; HOMBERG, F. Performance evaluation and pay for performance: does it really motivate public officials?. In: EUROPEAN GROUP FOR PUBLIC ADMINISTRATION CONFERENCE, 2007, Madrid. Anais…., Disponível em: http://soc.kuleuven.be/io/egpa/HRM/madrid/Frey-Osterloh%26Homberg2007.pdf. Acesso em: 28 nov. 2012
PARK, S. M.; WORD, J. Driven to service: intrinsic and extrinsic motivation for public and nonprofit managers. Public Personnel Management, v. 41, n. 4, p. 705-734, 2012.
PERRY, J. L. Bringing society in: towards a theory of public-service motivation. Journal of Public Administration Research and Theory, v. 10, n. 2, p. 471-488, 2000.
PERRY, J. L.; ENGBERS, T. A.; JUN, S. Y. Back to the future? Performance-related pay, empirical research, and the perils of persistence. Public Administration Review, v. 69, n. 1, p. 39-51, 2009.
PERRY, J. L.; MESCH, D.; PAARLBERG, L. Motivating employees in a new governance era: the performance paradigm revisited. Public Administration Review, v. 66, n. 4, p. 505-514, 2006.
PROPPER, C.; WILSON, D. The use and usefulness of performance measures in the public sector. Oxford Review of Economic Policy, v. 19, n. 2, p. 250-267, 2003.
RAINEY, H. G. Reward preferences among public and private managers: in search of the service ethic. American Review of Public Administration, v. 16, n. 4, p. 288-302, 1982.
RAINEY, H. G.; BACKOFF, R. W.; LEVINE, C. H. Comparing public and private organizations. Public Administration Review, v. 36, n. 2, p. 233-244, 1976.
RATO, H. Indicadores de Avaliação de Desempenho - SIADAP 2 e 3: documentos do Curso de Alta Direção em Administração e Gestão Pública – I/2009: Módulo de Políticas Económicas e Desenvolvimento Sustentado, Ordenamento do Território e Avaliação. Lisboa: Instituto Nacional da Administração, 2009.
RINSUM, M. V.; VERBEETEN, F. H. M. The impact of subjectivity in performance evaluation practices on public sector managers’ motivation. Accounting and Business Research, v. 42, n. 4, p. 377-396, 2012.
ROBINSON, G. F.; SWITZER, G. E.; COHEN, E. D.; PRIMACK, B. A.; KAPOOR, W. N.; SELTZER, D. L.; RUBIO, D. M. Shortening the Work Preference Inventory for use with physician scientists: WPI‐10”. Clinical and Translational Science, v. 7, n. 4, p. 324-328, 2014.
ROCHA, J. A. O. Gestão de recursos humanos na administração pública, 3.ª edição. Lisboa: Escolar Editora, 2010.
RYAN, R. M.; DECI, E. L. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, v. 55, n. 1, p. 68-78, 2000.
STONE, D. N., DECI, E. L.; RYAN, R. M. Beyond talk: creating autonomous motivation through self-determination theory. Journal of General Management, v. 34, n. 3, p. 75-91, 2009.
TAYLOR, J. Public service motivation, civic attitudes and actions of public, nonprofit and private sector employees. Public Administration, v. 88, n. 4, p. 1083-1098, 2010.
TAYLOR, J.; TAYLOR, R. Working hard for more money or working hard to make a difference? Efficiency wages, public service motivation, and effort. Review of Public Personnel Administration, v. 31, n. 1, p. 67-86, 2011.
TAYLOR, J.; WESTOVER, J. H. Job satisfaction in the public service. Public Management Review, v. 13, n. 5, p. 731-751, 2011.
THIEL, S. V.; LEEUW, F. L. The performance paradox in the public sector. Public Performance & Management Review, v. 25, n. 3, p. 267-281, 2002.
VANDENABEELE, W. Government calling: public service motivation as an element in selecting government as an employer of choice. Public Administration, v. 86, n. 4, p. 1089-1105, 2008.
WEIBEL, A.; ROST, K.; OSTERLOH, M. Pay for performance in the public sector: benefits and (hidden) costs. Journal of Public Administration Research and Theory, v. 20, n. 2, p. 387-412, 2010.
WITTMER, D. Serving the people or serving for pay: reward preferences among government, hybrid sector and business managers. Public Productivity & Management Review, v. 14, n. 4, p. 369-383, 1991.
WRIGHT, B. E. Public service and motivation: does mission matter? Public Administration Review, v. 67, n. 1, p. 54-64, 2007.
WRIGHT, B. E.; PANDEY, S. K. Public service motivation and the assumption of person: organization fit testing the mediating effect of value congruence. Administration & Society, v. 40, n. 5, p. 502-521, 2008.
YOUNG, G. J., BECKMAN, H.; BAKER, E. Financial incentives, professional values and performance: a study of pay-for-performance in a professional organization. Journal of Organizational Behavior, v. 33, p. 964-983, 2012.
Downloads
Additional Files
- Motivação intrínseca vs. motivação extrínseca: a aplicação da escala WPI no contexto do setor público português (Português (Brasil))
- Motivação intrínseca vs. motivação extrínseca: a aplicação da escala WPI no contexto do setor público português (Português (Brasil))
- Motivação intrínseca vs. motivação extrínseca: a aplicação da escala WPI no contexto do setor público português (Português (Brasil))
Published
Issue
Section
License
Autores que publicam na RGFC concordam com os seguintes termos:
- Autores mantém os direitos autorais e concedem à revista o direito de primeira publicação, com o trabalho simultaneamente licenciado sob a Creative Commons Attribution License (https://creativecommons.org/licenses/by-nc/4.0/), permitindo o compartilhamento do trabalho com reconhecimento da autoria do trabalho e publicação inicial nesta revista;
- Autores têm autorização para assumir contratos adicionais separadamente, para distribuição não-exclusiva da versão do trabalho publicada nesta revista (ex.: publicar em repositório institucional ou como capítulo de livro), com reconhecimento de autoria e publicação inicial nesta revista;
- Autores têm permissão e são estimulados a publicar e distribuir seu trabalho online (ex.: em repositórios institucionais ou na sua página pessoal), já que isso pode gerar alterações produtivas, bem como aumentar o impacto e a citação do trabalho publicado. Porém deve-se observar que uma vez aprovado pelos avaliadores, o manuscrito não poderá sofrer mais alterações. Caso o autor deseje fazê-lo, deverá reiniciar o processo de submissão.
