給与には外的報酬と内的報酬のふたつがある。
外的報酬とは給与そのものやインセンティブ（賞励金）といったお金として受け取れるものである。
それに対して内的報酬とは、給与の額には表れないが、その仕事を通して得られる満足の報酬といったものである。
たとえば、こんな給与はどうだろうか。
外部の人と知り合う機会がある「出会い給与」、そこにいるだけで新しい情報に触れられる「情報供与」、専門的な技を習得できる「技磨き給与」、気の合った仲間と一緒にいられる「ふれあい給与」、そして一流の人をそばで（注1）ウォッチできる「おそば給与」など、そんな給与の名称はないが、あると嬉しい給与である。
私の場合、外的報酬よりも内的報酬を増やすことを心がけてきた。
たしかに、同僚よりも低く評価されたショックは今でも忘れられないし、同期とのボーナスの差が何十万もあって愕然としたこともあった。
しかし、生活が脅されるほどの額でもないと割り切れば、目に見えない給与を増やすほうが個人的な満足は高いことがわかったのである。
また、仕事を長く続けていくには、内的報酬がちゃんとなくてはつとまらないということもわかってきた。
仕事をなし遂げたときの「達成感」や、自分が成長していることを実感できる「成長感」こそ仕事の原動力であって、他人からの評価という、自分の努力では（注2）いかんともしがたいものにとらわれすぎるのは得策ではないと気づいたのである。
（中略）
どんなに外的報酬が高くても内的報酬が極端に低い仕事だと、長く続けることはできない。また、①そこで得たお金は身につかないことが多い。
いっぽう、内的報酬の高い仕事なら、もしかしたら将来（注3）ビッグな報酬に化けるかもしれない。その可能性は充分にあると言っていい。たとえ戻ってこなかったとしても、続けていけるよさはある。
私の友人に、編集部で十年間アルバイトを続けた人がいる。正社員に比べて給与は低く、ボーナスも、退職金ももちろんない。
しかし、その後（注4）フリーになった友人は、正社員よりもはるかに多い報酬を得るようになった。アルバイトの十年間で技術を身につけ、人脈を培い、仕事の幅を広げた、②まさに内的報酬が外的報酬へと実を結んでいったのである。
時価で給与を計るより、心の満足を含めたトータルかつ長期の視点で報酬をとらえないと、結局のところ給与は増えていかないのだと思う。
（松永真理『シゴトのココロ』による）
（注1）ウォッチできる：ここでは、観察できること
（注2）いかんともしがたい：どうしようもない
（注3）ビッグな：大きな
（注4）フリー：フリーランスの略。特定の組織に所属せず自由に仕事をする人
AI translation, cross-checked between two models.
There are two kinds of rewards in compensation: external rewards and internal rewards.
External rewards are things received as money, such as one's salary itself or incentives and bonuses.
Internal rewards, by contrast, are rewards in the form of satisfaction gained through one's work, even though they do not appear in the amount of one's salary.
For example, how about these kinds of “salary”?
There might be an “encounter salary,” meaning opportunities to meet people from outside; an “information salary,” meaning exposure to new information simply by being there; a “skill-polishing salary,” meaning the chance to acquire specialized skills; an “interaction salary,” meaning being together with compatible colleagues; and a “beside-the-best salary,” meaning the opportunity to observe top-class people up close. Such salary names do not actually exist, but they would certainly be nice rewards to have.（注1）
In my own case, I have always tried to increase my internal rewards rather than my external ones.
To be sure, I still cannot forget the shock of being rated lower than my colleagues, and I was once stunned to find that my bonus differed by hundreds of thousands of yen from those of people who had joined the company at the same time.
However, once I accepted that the amount was not so low as to threaten my livelihood, I realized that increasing my invisible “salary” gave me greater personal satisfaction.
I also came to understand that, in order to continue working at a job for a long time, one must have genuine internal rewards.
I realized that the “sense of achievement” felt upon completing a task and the “sense of growth” from recognizing one's own development are the true driving forces of work, and that it is unwise to become overly preoccupied with other people's evaluations, something one's own effort cannot readily control.（注2）
(Omitted)
No matter how high the external rewards may be, a job with extremely low internal rewards cannot be continued for long. Moreover, ①the money earned there often does not stay with you.
On the other hand, if a job offers high internal rewards, they may perhaps turn into a very large financial reward in the future.（注3） It is fair to say that this is entirely possible. Even if the reward never comes back in financial form, there is still value in being able to keep doing the work.
I have a friend who worked part-time in an editorial department for ten years. Compared with regular employees, the pay was lower, and of course there were neither bonuses nor retirement allowances.
However, after later becoming a freelancer, that friend began earning far more than regular employees.（注4） During those ten years of part-time work, my friend acquired skills, cultivated connections, and broadened the range of work they could do; ②the internal rewards had truly borne fruit as external rewards.
I believe that if we measure compensation only by its current market value, rather than viewing rewards from a total and long-term perspective that includes emotional satisfaction, our compensation will ultimately fail to increase.
(Based on Matsunaga Mari, “The Heart of Work”)
(Note 1) Can watch: here, it means being able to observe
(Note 2) Impossible to do anything about: something one cannot control
(Note 3) Big: large
(Note 4) Free: an abbreviation of freelancer. A person who works independently without belonging to a specific organization
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