Manning, G., Curtis K., & McMillen S.
(1995).
Building Community: The Human Side of Work.
"The work group also provides a means for recognition and an audience for self-expression:
People become ego-involved in decisions in which they have had an influence. These decisions become their decisions, and they develop expectancies to the effect that when the decisions are successfully implemented, they experience feelings of confidence and self-esteem. Because of this, they work to implement the decision, even though no extrinsic rewards are involved." (p. 285)
Herr, P.
(2009).
Primal Management: Unraveling the Secrets of Human Nature to Drive High Performance.
"The business community has traditionally used a flawed accounting system to measure employee incentives. It accounts for every penny of the traditional paycheck and benefits (extrinsic rewards) but has utterly failed to account for the intrinsic, but equally important, incentives that accrue whenever human beings interact productively with one another." (p. 34)
McGregor, D.
(1967).
The Professional Manager.
"Often the provision of opportunities for intrinsic rewards becomes a matter of removing restraints. Progress is rarely fast because people who have become accustomed to control through extrinsic rewards must learn new attitudes and habits before they can feel secure in accepting opportunities for intrinsic rewards at work. If there is not a fair degree of mutual trust, and some positive support, the whole idea may appear highly risky to them." (p. 14)