Using the below information - Explain the difference between extrinsic and intrinsic motivational tools.

Performance management systems employ a variety of intrinsic and extrinsic motivational tools. However, the terms extrinsic and intrinsic are a semantic rather than a substantive definition. All motivators entail an intrinsic assignment of worth or value linked to the attainment of a desired end state. Intrinsic rewards necessitate the internalization of values that are self-administered and therefore motivate and guide behavior across a variety of employment contexts. Hence, by definition, they are more reliable and efficient. Motivation is a complex construct amenable solely to indirect measurement given that it is an internal psychological process. Our behaviors are the product of multiple motives operating at different levels of conscious and unconscious awareness.

From a Christian worldview standpoint, sin enters the equation when self-serving elements influence motives, means, and ends thereby becoming self-serving idols. The locus of motivation (internal or external) does not determine its ethical orientation; rather it is the nature of the underlying motive. In a workplace setting, an intrinsic motivational approach is more likely to satisfy individual employee and organizational servanthood and stewardship values. The most powerful workplace motivators are employee desires to love their fellow man and promote the great Commandment with a second powerful motivator the desire to fulfill our purpose and calling through autonomy and growth in order to promote mastery of their trade or profession (which is associated with extrinsic motivators such as salary, job security, and recognition). The previously introduced Job Characteristics Model of Hackman and Oldham (1976) summarizes the factors that contribute to intrinsic motivational potential (IMP). These include skill variety, task significance (perceived importance of the job and its link to the mission), task identity (producing a whole piece of work), autonomy and performance feedback or knowledge of results.

SLHRM organizations develop a culture emphasizing that meeting employee needs for transcendence (the Great Commandment and fulfilling our calling/purpose) entails a holistic integration of performance at the individual, group, and organizational level. This can only be accomplished by the development of strong and cohesive work teams in which employees are rewarded (monetary and non-monetary) both for their individual job efficacy and for general citizenship behaviors that support team cohesion and effectiveness. There is an inherent recognition that success is a collective team effort through the operation of the body of Christ in which humility governs work efforts. When we are humble, we recognize that we cannot achieve anything of eternal value outside of our relationship with God and our connection to others. There are no self-made men and women, and we all stand on the shoulders of others. This entails development of a performance management system that utilizes a harmonic mean of metrics that measure and reward individual, group, and organizational success, but does not penalize employees for factors beyond their control.