The widely circulated advice to “find a job you love” may carry hidden implications that extend beyond individual satisfaction. Research by management professor Mijeong Kwon and her colleagues at Rice University highlights that while intrinsic motivation—doing work for its own sake—can enhance performance and creativity, it has also become a moral benchmark for evaluating oneself and others in the workplace.
The study, published in 2023, surveyed over 1,200 employees to explore the moral implications of intrinsic motivation. Findings reveal a troubling trend: individuals who prioritize personal enjoyment in their work tend to believe that others should do the same, often viewing alternative motivations—such as financial gain or job stability—as inferior. This shift reflects a broader cultural move towards moralizing work motivations, where loving one’s job is not merely a preference but a perceived obligation.
Moralizing Motivation: The New Standard
This moralization of intrinsic motivation can significantly impact workplace dynamics. Employees who internalize this belief may feel guilty for experiencing normal job-related emotions such as boredom or fatigue. Such guilt can lead to burnout, particularly if individuals remain in roles that do not meet their personal ideals out of a sense of obligation or moral duty.
The research also indicates that this phenomenon alters interpersonal relationships within teams. In a study involving nearly 800 employees across 185 teams, it was found that those who moralized intrinsic motivation were more generous towards colleagues they perceived as passionate. Conversely, they became less inclined to assist those viewed as lacking enthusiasm, creating an environment where some employees are celebrated as “true believers” while others feel marginalized.
The consequences of this moral framework extend beyond individual experiences; they can shape team dynamics and influence leadership styles. Leaders who emphasize passion and intrinsic motivation may inadvertently alienate employees who are driven by other, equally valid motivations such as duty or financial security. Over time, this can lead to increased tension and conflict within teams.
Embracing Diverse Motivations
The moralization of intrinsic motivation varies across cultures. Research by Mijeong Kwon and her colleague Laura Sonday suggests that in cultures where work is viewed as a service or duty rather than a source of personal fulfillment, the expectation to love one’s job is less pronounced. This cultural context allows for a broader acceptance of diverse motivations in the workplace.
For leaders, understanding the dual-edged nature of moralizing intrinsic motivation is crucial. While genuine passion can inspire, enforcing it as a moral standard risks silencing those with differing values. It is essential to recognize that valuing stability, recognition, or family needs is also a legitimate reason for working.
As the dialogue around work motivation continues to evolve, it may be beneficial to reflect on how motivation is framed. Loving one’s job is admirable, but it is equally important to acknowledge that a diversity of motivations exists. In a climate where “do what you love” has become a cultural imperative, embracing a more nuanced view may ultimately be the most balanced approach.
The implications of this discussion resonate deeply within modern workplaces, paving the way for a more inclusive understanding of what drives individuals to work. The challenge remains to foster an environment where all motivations are respected and valued, allowing for a healthier and more productive workplace culture.
