Have you ever been told to "do what you love," or felt guilty for working just for the paycheck? In today’s workplace culture, there’s a growing expectation not only to excel at your job but to genuinely love it. We refer to this phenomenon as The Moralization of Intrinsic Motivation, and we argue that it is reshaping how we think about work—and not always for the better.
What is the Moralization of Intrinsic Motivation?
At its core, intrinsic motivation is about doing work because it’s inherently satisfying, not because of external rewards like money or status. But in many modern work environments, this type of motivation is no longer viewed as a preference or privilege, but rather a virtue. Doing work for the inherent satisfaction it brings is taken as a sign that you’re a “good” worker or even a “good” person. The result? Workers increasingly feel judged, not just on how well they perform, but on why they perform.
We theorize that this cultural shift is especially pronounced in individualistic societies, like the United States, where self-expression and autonomy are highly valued. Combine this with the central role work plays in our identities (think of how often “What do you do?” comes up in polite conversation), and you get a workplace culture where loving your job feels like a moral obligation.
The Double-Edged Sword of Loving Your Job
We argue that the moralization of intrinsic motivation brings both opportunities and risks that can impact individuals, teams, and organizations in surprising ways.
At the individual level, it can inspire people to pursue work they truly enjoy, fostering creativity, fulfillment, and a sense of purpose. But there’s a downside: this mindset can lead people to neglect practical concerns like job security, over-prioritize personal interests, or even chase roles they’re not well-suited for, all in the name of “following their passion.”
At the interpersonal level, moralized intrinsic motivation changes how workers judge and treat each other. Colleagues who appear intrinsically motivated may be rewarded with promotions or praise, while those who work for extrinsic reasons—like supporting their family or achieving financial stability—might face unfair discrimination. This dynamic is liable to reinforce workplace biases and deepen social inequalities.
At the organizational level, the effects cut both ways. When employees who love their work bond over shared values, teams may experience greater cohesion. But when others feel excluded or judged for their lack of intrinsic motivation, conflicts can arise. This divide can lead to inauthentic behavior, where workers feel pressured to fake their love for the job to avoid stigma.
What Does This Mean for the Future of Work?
Our research is an invitation for people to reflect on the ideals we hold about work and considering the ways in which they support or harm various goals. For organizations, this means finding ways to balance the benefits of intrinsic motivation—like creativity and engagement—with the risks of overvaluing it. For individuals, it’s a reminder that it’s okay to work for external reasons and that a fulfilling career doesn’t always have to stem from passion alone.
At the end of the day, loving your job is a great thing—but it’s not the only thing that contributes to a meaningful life. This research asks us to rethink what we value in work and in each other and to create space for more diverse range of motivations and a more inclusive definition of what it means to be a good worker.