Why intrinsic motivation beats external rewards
In Pixar’s film Monsters, Inc., the city of Monstropolis thrives on the energy harvested from children’s screams. The company’s top scarers are celebrated for their ability to collect these screams. But (spoiler alert) they discover that laughter generates more energy, leading to a transformative shift in the company.
This discovery shifts operations and redefines the organisation’s culture - and saves the city.
A similar shift is happening in today’s workplaces, with leaders going beyond standard KPIs and extra perks to something more powerful: intrinsic motivation.
Why intrinsic motivation changes everything
Frederick Herzberg’s two-factor theory distinguishes between hygiene factors (salary and work conditions) and motivations (achievement and recognition).
While hygiene factors prevent dissatisfaction, true motivation stems from the work itself…and the opportunities it presents for personal growth.
In Monsters, Inc., the shift from inducing fear to eliciting laughter symbolises a move from extrinsic to intrinsic motivation. In other words, when the work feels meaningful and energising, effort becomes a byproduct - and a success culture often results.
The neuroscience of doing good (for the right reasons)
A behavioural economics study explored this in a fascinating way: researchers asked two groups of people to donate blood. One group was offered a financial reward while the other volunteered without incentives.
Those who chose to donate without any external reward were more likely to show up and follow through. Ironically, offering money made people less inclined to help.
Sociologist Richard Titmuss first explored this in The Gift Relationship (1970), comparing the UK’s voluntary blood donation system with the US’s paid system. Voluntary donors gave more. Later experimental studies backed this up. Mellström and Johannesson (2008) confirmed that even modest payment reduced willingness to donate, especially among women.
This phenomenon supports Self-Determination Theory, which suggests that autonomy and internal values often drive more sustainable actions than external rewards.
When we feel we’ve chosen to contribute, we reinforce our sense of identity, autonomy, and purpose.
In short, autonomy matters. And if the goal is a workplace where people go beyond their roles because they want to, it’s worth looking beyond performance bonuses and pizza Fridays.
How to elicit intrinsic motivation from your people
1. Cultivate relationships
Connection fuels commitment. Trust between teams and open information flow create an environment where people feel safe enough to bring their whole selves to work (and offer more than the minimum).
2. Encourage mastery
Progress is a powerful motivator. A clear view of future opportunities and visible support for growth inspire employees to invest more deeply in the present.
3. Align with purpose
Connecting individual roles to the broader company mission highlights the significance of their contributions. Motivation rises naturally as personal values and professional goals align and people feel moved to go from “good” to “great”.
4. Create psychological safety
Belonging is so much more than a bonus. It is the soil in which creativity, collaboration and innovation grow. People tend to engage more fully in spaces that welcome ideas, encourage healthy challenges and embrace authenticity.
5. Recognise and celebrate
People notice when they’re noticed. Intentional, consistent recognition affirms that their work matters, boosting morale and encouraging repeat performance.
Encouraging effort without expectation
Intentional effort is the secret sauce to developing a culture of intrinsic motivation. And because leaders play a critical role in modelling behaviours and setting expectations, discretionary effort - the kind that leads to innovation, teamwork, and initiative – comes from a place where people feel respected, trusted and inspired.
This means:
- Designing roles that matter
- Offering support without micromanaging
- Encouraging stretch without crossing personal boundaries
Employees step up when they choose to, not when they’re nudged - or nudged harder.
Reimagining motivation
In Monsters, Inc., switching from screams to laughter changed how and why employees worked. Scarers became comedians. The entire system shifted from pressure to play, unlocking more energy.
That’s the power of intrinsic motivation.
When people feel trusted, seen and connected to a meaningful mission, they lean in. They surprise you. And sometimes, they rewrite the rules. Turns out, motivation isn’t manufactured – it’s invited. And when it shows up, it’s louder than any scream.
About the author
I’m Dorothée Oung, Executive Coach and Neuroleadership Expert. I work with senior leaders and executive teams to apply neuroscience in practical, results-driven ways. My goal is to guide emerging and established Neuroleaders through deliberate, evidence-based practices that elevate how they lead, think and show up in the world.
