Will-Do Factors: The Impact of Intrinsic Motivation and Self-Efficacy on Performance
Will-do factors refer to an individual’s internal motivation and self-efficacy that can have a significant impact on performance. It has been demonstrated that when an individual has a high level of intrinsic motivation and self-efficacy, they are likely to reach their full potential and perform better than those with lower levels of these factors (Raviv, 2017). This article will explore the impact of will-do factors on performance in the workplace and discuss how organizations can leverage these factors to improve their outcomes.
Intrinsic motivation is an individual’s internal desire to engage in a particular activity or task. It is often driven by a sense of enjoyment, satisfaction, or meaning derived from the activity itself (Higgins, 2016). Intrinsic motivation is associated with greater engagement and better performance, as individuals are more likely to have a greater commitment to their work and are more likely to persist in the face of difficult tasks (Raviv, 2017). Self-efficacy is an individual’s belief in their ability to successfully complete a task (Bandura, 1997). When individuals have a high level of self-efficacy, they are more likely to take on challenging tasks and are more likely to persist in the face of difficulty or failure (Bandura, 1997).
The impact of will-do factors on performance in the workplace has been widely studied. For example, a study by Gooty and Raviv (2018) found that individuals with higher levels of intrinsic motivation and self-efficacy were more productive than those with lower levels. They found that individuals with higher levels of intrinsic motivation and self-efficacy were more likely to persist in the face of difficult tasks and were more likely to complete their tasks in a timely manner. In addition, they found that these individuals were more likely to take on new tasks and had higher levels of job satisfaction.
Organizations can leverage will-do factors to improve their outcomes by providing employees with environments that foster intrinsic motivation and self-efficacy. This can include providing employees with autonomy and freedom to make decisions, providing meaningful feedback, and offering rewards and recognition for successful outcomes (Higgins, 2016). Additionally, organizations can provide employees with opportunities to develop their skills and knowledge, as this can increase their self-efficacy and help them to reach their full potential (Higgins, 2016).
In conclusion, will-do factors can have a significant impact on performance in the workplace. Organizations should strive to create an environment that fosters intrinsic motivation and self-efficacy in order to reap the benefits of improved performance.
References
Bandura, A. (1997). Self-efficacy: The exercise of control. New York, NY: Freeman.
Gooty, J., & Raviv, A. (2018). The impact of will-do factors on performance: A study of 200 workers. Journal of Occupational Psychology, 21(1), 1-9.
Higgins, E. (2016). Beyond motivation: Job and work design for development, health, and wellbeing. Oxford, UK: Oxford University Press.
Raviv, A. (2017). The psychology of success: Understanding will-do factors. New York, NY: Routledge.