Intrinsic and extrinsic motivation in academic management: an alternative personalist approach

Abstract

This article examines the implications of new public management (NPM) reforms on higher education, challenging the reliance on extrinsic motivations that dominate current university management practices, as shaped by Human Capital and Rational Choice theories. The adoption of NPM emphasizes efficiency and measurable results, which, while appealing, risk undermining the intrinsic value of teaching and research. The article argues that these frameworks provide a limited understanding of human motivation, ultimately leading to unintended negative consequences for academic environments. In response, the author proposes an alternative management framework grounded in the Ethical Personalist approach, which prioritizes holistic development and intrinsic motivations in university governance. By drawing on the tradition of Personalist philosophy, the article contends that a more comprehensive view of human action, which balances extrinsic and intrinsic motivations, can foster a healthier academic culture. The proposed framework aims to offer practical recommendations for university leaders and policymakers, encouraging a shift towards governance models that genuinely enhance educational quality and community engagement. This is the first comprehensive articulation of an Ethical Personalist approach to academic management, seeking to revitalize and enrich higher education practices amidst ongoing critiques of NPM’s efficacy.