Why Intrinsic Motivation Beats Rewards: Lessons from a Danish Study on Work and Well-Being

Intrinsic motivation fuels satisfaction and performance — control suppresses both.

I stumbled upon my 10-year old thesis. Since it’s still relevant, I want to share the findings with you, and at the same time, acknowledge the theory of Self-Determination (SDT) by Deci & Ryan.

It investigates the role of self-determination (intrinsic motivation) in work motivation among a Danish population. It is based on SDT and examines how intrinsic motivation influences job satisfaction, perceived stress, and self-reported performance.

Self-Determination Theory

According to SDT, human beings have three universal psychological needs:

1. Autonomy – the need to act with a sense of volition and choice.

2. Competence – the need to feel effective and capable.

3. Relatedness – the need to feel connected and cared for by others.

When these needs are fulfilled, individuals experience intrinsic motivation, leading to better psychological functioning, well-being, and performance. When they are thwarted, people tend toward controlled motivation or amotivation, resulting in stress, disengagement, or poor performance.

Intrinsic motivation arises from interest, enjoyment, and personal value. In contrast, extrinsic motivation stems from external pressures or rewards, which can undermine intrinsic drive if overemphasized (the overjustification effect: “I’m only doing this for the money”).

Method

• Sample: 126 Danish employees across diverse professions.

• Instrument: The Danish-translated Multidimensional Work Motivation Scale (MWMS).

• Design: Quantitative, cross-sectional survey design.

• Variables measured: Intrinsic and extrinsic motivation, amotivation, leadership support, job satisfaction, self-reported performance, and stress.

Main Findings

Intrinsic motivation was strongly and positively correlated with:

• Job satisfaction

• Self-reported performance

1. Amotivation was negatively associated with job satisfaction.

2. Leadership support and age were positively correlated with intrinsic motivation.

3. Extrinsic motivation was not a strong predictor of positive work outcomes.

4. Intrinsic motivation emerged as the best overall predictor of positive work-related outcomes among all motivational forms.

These findings confirm that individuals who feel internally motivated — because they find meaning, enjoyment, or personal value in their work — tend to perform better and experience greater satisfaction.

Conclusion

Organizations can enhance motivation and performance by nurturing intrinsic motivation through:

• Job design: Allowing autonomy and meaningful tasks.

• Leadership style: Supporting, empowering, and acknowledging employees’ perspectives.

• Compensation systems: Emphasizing recognition and development over external control or pressure.

Such practices create environments that support psychological need satisfaction and long-term well-being — both individually and organizationally.

The thesis concludes that modern organizations should prioritize conditions that support self-determination and intrinsic motivation, not only to enhance productivity but to sustain psychological health and engagement among employees.

If you lead an organisation, check out the Multidimensional Work Motivation Scale to measure and improve intrinsic motivation among your employees.