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Do Intrinsic and Extrinsic Motivation relate differently to Employee Outcomes?
Abstract
In most theories that address how individual financial incentives affect work performance, researchers have assumed that two types of motivation—intrinsic and extrinsic—mediate the relationship between incentives and performance. Empirically, however, extrinsic motivation is rarely investigated. To explore the predictive validity of these theories of intrinsic and extrinsic motivation in work settings, we tested how both intrinsic and extrinsic motivation affected supervisor-rated work performance, affective and continuance commitment, turnover intention, burnout, and work–family conflict. In the course of three studies (two cross-sectional and one cross-lagged) across different industries, we found that intrinsic motivation was associated with positive outcomes and that extrinsic motivation was negatively related or unrelated to positive outcomes. In addition, intrinsic motivation and extrinsic motivation were moderately negatively correlated in all three studies. We also discuss the theoretical and practical implications of the study and directions for future research.
... Em um ambiente com remuneração variável, é esperado que esta influencie positivamente a motivação extrínseca dos colaboradores. A motivação extrínseca é definida como atitudes e expectativas, na qual os colaboradores se propõem a se esforçar mais na presença desses elementos, visando a possibilidade de promoção, bônus, aumento salarial (Emmanuel & Nwuzor, 2021;Hameed et al., 2014;Kuvaas et al., 2017). Com base nesses argumentos, declara-se a seguinte hipótese: ...
... Baseados na teoria do crowding-out effect, fundamenta-se a seguinte hipótese: H3: Remuneração variável influencia negativamente a motivação intrínseca. Indivíduos com motivação extrínseca irão priorizar o desempenho em detrimento de outros aspectos como, por exemplo, a satisfação (Kuvaas et al., 2017). No entanto, esses mesmos autores indicaram que a motivação extrínseca influencia negativamente o desempenho individual global, mas também apontam a possibilidade de não haver relação estatística significativamente. ...
... A hipótese H3 que declara que a remuneração variável influencia negativamente a motivação intrínseca não foi validada, muito embora o coeficiente tenha dado negativo, ele não se mostrou significante. Esses resultados vão em direção oposta ao preconizado pela teoria do crowding-out effect (Frey & Jegen, 2001;Kuvaas et al., 2017;Lira & Silva, 2015). Os resultados sugerem que a remuneração variável não tem influência sobre a motivação intrínseca, o que pode indicar que os respondentes da amostra possuem motivação intrínseca e que esta não é afetada pela presença ou ausência da remuneração variável. ...
O objetivo deste artigo é investigar os relacionamentos entre remuneração variável, motivação intrínseca e extrínseca e desempenho individual. Embora a remuneração variável seja adotada pelas organizações como um fator de motivação e influência à melhoria do desempenho, os relacionamentos entre remuneração, motivação e desempenho não são triviais como parecem ser. O estudo se justifica uma vez que a teoria do crowding-out effect afirma que motivação extrínseca pode diminuir a motivação intrínseca. O estudo também inova e contribui com a literatura acadêmica e prática ao focar no desempenho individual e abordar os construtos em análises de forma conjunta. A coleta de dados foi realizada por uma survey com 122 respondentes e os relacionamentos entre os construtos foram analisados por meio da técnica de modelagem de equações estruturais (MEE). Os resultados mostraram que a remuneração variável não tem influência no desempenho individual e nem na motivação intrínseca, porém, tem impacto positivo significativo na motivação extrínseca. Já motivação intrínseca influência positivamente no desempenho individual, mas o mesmo não ocorre com a motivação extrínseca. Os resultados são úteis para os práticos que estão envolvidos no processo de desenhar o sistema de incentivos organizacional.
... Providing employees with the freedom to make decisions and the opportunity to utilize a diverse range of skills can foster a sense of ownership and accomplishment, which in turn enhances their motivation to perform well. The significant positive effects of task significance and feedback on work motivation are also consistent with the existing literature (Judge et al., 2017;Kuvaas et al., 2017;Makarius et al., 2020). When employees perceive their work as meaningful and impactful, and receive regular and constructive feedback, they are more likely to be motivated to exert effort and achieve desired outcomes. ...
... When employees perceive their work as meaningful and impactful, and receive regular and constructive feedback, they are more likely to be motivated to exert effort and achieve desired outcomes. Furthermore, the findings demonstrate that work motivation is a strong predictor of job satisfaction, corroborating the well-established relationship between these two constructs (Kuvaas et al., 2017). Employees who are more motivated to perform their job duties tend to experience higher levels of job satisfaction. ...
... The positive relationship between work motivation and job satisfaction has been extensively studied and validated in the organizational behaviour literature. Kuvaas et al. (2017) further explored the differential effects of intrinsic and extrinsic motivation on employee outcomes, finding that intrinsic motivation, in particular, was a robust predictor of job satisfaction. When employees are driven by inherent interest, enjoyment, and a sense of purpose in their work, they tend to experience higher levels of job satis- Fig. 2 Structural model result faction compared to those who are primarily motivated by external factors, such as rewards or punishments. ...
This study examines how task-technology fit moderates the relationship between work motivation and job satisfaction in the Nigerian public sector. Surveying 246 employees from three ministries in Kwara State, Nigeria. The research used PLS-SEM analysis. Results show job characteristics influence work motivation, impacting job satisfaction. Task-technology fit strengthens this relationship when high. The study’s relevance stems from increasing technology integration in Nigerian public services. It contributes to literature by introducing task-technology fit as a moderator in this context, offering insights for leaders to design technology-enabled work environments that enhance motivation, satisfaction, and performance.
... Most studies are focused on factors influencing the intention to stay or turnover intention in general, but there is a lack of research focusing on women in the logistics industry. Furthermore, only a handful of publications had women at their core (Hazeen Fathima & Umarani, 2023;Kuvaas et al., 2017;Maloni et al., 2019;Ruel & Fritz, 2021), thus resulting in a lack of understanding on their behavior in the logistics industry (Azlin et al., 2023), especially in term of their work-life balance through the lens of the selfdetermination theory (SDT). ...
... According to Kuvaas et al. (2017), extrinsic motivation has varying employee outcomes based on the study setting. Higher extrinsic motivation can produce positive outcomes. ...
... To ensure item validity, all items used to measure the constructs in the study were adopted from established sources in the field. Items for extrinsic motivation and intrinsic motivation were adopted from Kuvaas et al., (2017), job satisfaction and family-supportive supervisor behavior from Maloni et al. (2019b), work-life balance from Fontinha et al. (2018), and items for intention to stay from Presbitero & Teng-Calleja (2020). Details are provided in Table A1 of the Appendix. ...
The transport and logistics sector is described as non-traditional for women because the industry mostly employs men and the tasks undertaken are viewed as masculine. Therefore, the difficulties that women face when working in the transport and logistics sector are recognized as different from women working in traditional areas. Women continue to be under-represented, especially in the transport and logistics sector. Inequity and career barriers continue to be an issue within this sector. A lack of interest toward the issue of inequality of genders in the logistics industry in Malaysia will further worsen the disinterest in the issue. The challenges faced by women in the logistics industry are framed by the community which sees the industry as not belonging to women. However, the number of women involved in this industry increases on a yearly basis. Despite the issue of work-life balance due to round the clock working conditions, women remain in this challenging industry. Hence, to address this issue, the authors unearth the factors influencing the intention to stay among women in the logistics industry by extending the self-determination theory with job satisfaction and family supervisor supportive behavior as additional predictors, and work-life balance as a moderator. By adapting a purposive sampling method, a total of 248 usable questionnaires were gathered from women in the logistics industry in Malaysia. The findings indicate that extrinsic motivation, intrinsic motivation, job satisfaction, and family supportive supervisory behavior have a positive relationship with the intention to stay in the logistics industry. Furthermore, work-life balance moderates the relationship between job satisfaction and extrinsic motivation toward the intention to commit to the logistic industry. The present study provides a foundation for human resource departments to reduce the prevalence of retention issues and decrease the number of talented employees who leave their work, especially women in the logistics field.
... Intrinsic motivation enhances both the quantity and quality of work output (Garbers & Kondradt, 2014). Kuvaas et al. (2017) study discovered a direct correlation between intrinsic motivation and employee performance. Ridha et al. (2022) similarly identified a direct link between intrinsic motivation and organizational performance in higher education. ...
... Motivation is crucially linked to employee dedication to the organizational goals and culture (Garbers and Kondradt (2014), as well as the capability to execute tasks effectively within an environment conducive to personal growth (Shoraj & Llaci, 2015). Furthermore, motivation fosters initiative, creativity, and development opportunities for employees, contributing to overall performance enhancement (Ryan & Deci, 2017) through heightened organizational commitment (Kuvaas et al., 2017). Thus, the subsequent hypothesis is stated: ...
... Over the decades, many studies have shown that motivation can encourage and provide enthusiasm that motivates employees to continue to be enthusiastic at work so that organizational performance increases (Abbas, 2013;Iqbal et al., 2023;Ridha et al., 2022). Kuvaas et al. (2017) summarized that organizations must make every effort to enhance the intrinsic motivation of their employees. This also applies to universities in Indonesia because intrinsic motivation is one of the most important factors in the educational environment (Ridha et al., 2022). ...
Research aims: This research examines how intellectual capital affects organizational performance in Indonesian universities, focusing on the mediating role of intrinsic motivation. It highlights the importance of intrinsic motivation in enhancing the influence of human capital, structural capital, and relational capital in improving organizational effectiveness.Design/Methodology/Approach: This quantitative study used survey data from 123 employees at top-ranked Indonesian universities by webometrics, selected via simple random sampling. The data were analyzed using variance-based structural equation modeling (SEM) with a Partial Least Squares (PLS) approach.Research findings: The findings of this study revealed a significant positive relationship between intellectual capital and organizational performance in Indonesian universities after being fully mediated by intrinsic motivation.Theoretical contribution/Originality: The novelty of this research exhibits how intrinsic motivation from well-organized Self Determination Theory (SDT) can mediate the influence of intellectual capital on organizational performance in higher education. The results of this study provide valuable insights for increasing intrinsic motivation in strengthening intellectual capital.Practitioner/Policy implication: This study's findings suggest that Indonesian university management and policymakers should focus on optimizing intellectual capital by fostering intrinsic motivation to enhance organizational performance.Research limitation/Implication: The limitation of this research is that there are no differences between private and state universities in examining the effect of intrinsic capital on organizational performance. It also only considers intrinsic motivation, ignoring extrinsic motivation. Future research should include extrinsic motivation and explore other intellectual capital indicators for a comprehensive understanding of organizational performance in Indonesian higher education.
... From the theoretical basis and research overview, the author inherits and selectively adjusts to propose a model as shown in Figure 1, including (1) [71]. The following is the proposed research model: ...
... Affective trust is measured by five observed variables inherited from Park et al. [59]. Five observed variables estimate intrinsic motivation adjusted from the scale of Kuvaas & Dysvik [70] and Kuvaas et al. [71]. Creativity is measured by five observed variables built by Soda et al. [72] and Houghton and Diliello [73]. ...
... IM1 I feel very inspired by the work of lecturers. [70,71] IM2 I find the teaching profession very interesting. ...
The pressure of competitive higher education has affected most universities, and whether the utilization of human capital as a resource to foster creativity, increase motivation, and boost innovation is an important topic to investigate. This study aims to explore the relationship between the elements of transformational leadership, affective trust, and intrinsic motivation and their impact on creativity to increase the performance of lecturers at Vietnamese universities, where most of them are also creators. Quantitative research is applied with data collected from full-time lecturers at Vietnamese universities from December 2023 to January 2024. The hypothesized correlations were investigated using structural equation modeling on a sample of 311 participants in Vietnam. The findings reveal substantial causal correlations between transformational leadership, affective trust, intrinsic motivation's determinants, and the creativity to improve performance and positive behavior from the lecturers' perspective. These results imply that leaders should focus on the prefix role of transformational leadership, which is the origin of affective trust, intrinsic motivation, and creativity, to raise the standard of higher education. In particular, affective trust needs more attention because it has the most vital mediating role in enhancing the impact of transformational leadership on lecturers' creativity. Doi: 10.28991/ESJ-2024-08-05-011 Full Text: PDF
... Grant and Parker (2009) proposed a new theoretical perspective on work design, emphasizing relational and proactive aspects, which are crucial for understanding the needs of new-generation employees [4]. Kuvaas et al. (2017) studied the different impacts of intrinsic and extrinsic motivation on employee work outcomes, further deepening the understanding of employee needs and motivation [5]. Based on the above analysis, traditional needs analysis typically relies on surveys and interviews, which may not fully capture the true feelings and subtle changes in employee needs. ...
... Grant and Parker (2009) proposed a new theoretical perspective on work design, emphasizing relational and proactive aspects, which are crucial for understanding the needs of new-generation employees [4]. Kuvaas et al. (2017) studied the different impacts of intrinsic and extrinsic motivation on employee work outcomes, further deepening the understanding of employee needs and motivation [5]. Based on the above analysis, traditional needs analysis typically relies on surveys and interviews, which may not fully capture the true feelings and subtle changes in employee needs. ...
... If the value of the cause degree is less than zero, it indicates that the dimension is more affected by other dimensions [27]. According to the cause degree value (as shown in Figure 7), leadership and team atmosphere (s 1 ), company culture and industry (s 4 ), overall environment and platform (s 5 In the DEMATEL method, the cause degree is used to measure the degree to which a dimension acts as a cause in the dimension of job demand. If the value of the cause degree is greater than zero, it indicates that the dimension affects other dimensions more as a cause. ...
Based on employees’ online reviews, this article analyzes the dimensions of job demand for new-generation employees, using a combination model of Latent Dirichlet Allocation, decision-making trials and evaluation laboratory, interpretative structural modeling, and cross-impact matrix multiplication (LDA—DEMATEL—ISM—MICMAC). The results show that job demand is composed of 10 dimensions, and there is significant interdependence between the dimensions. Changing one dimension will quickly affect the other dimensions. The dimension with the greatest influence degree is leadership and team atmosphere (s1), while the dimension with the highest affected degree and centrality degree is welfare and promotion (s3). Leadership and team atmosphere (s1), company culture and industry (s4), overall environment and platform (s5), and platform and technology (s7) were identified as the key factors. They play a causal role in job demand and have a significant impact on other dimensions. Dimensions such as working relationship and intensity (s2), welfare and promotion (s3), opportunity and resources (s6), business and industry development (s8), corporate prospects and personal development (s9), and work stress and position (s10) are affected by other dimensions and require special attention. The underlying need is present for the dimension of leadership and team atmosphere (s1), which has a direct or indirect impact on other dimensions in different ways.
... skill in conducting a task) and progress (i.e. seeking career advancement) (Thomas et al., 1994;Kuvaas et al., 2017) empirically show that intrinsic motivation is the main driving force behind positive outcomes. Consistent with Gagn e and Deci (2005), employees motivated by intrinsic factors such as job satisfaction, independence, adeptness and advancement are more predisposed to persist with and focus on complex and challenging work, which may terminate proactive job crafting. ...
... According to Moncarz et al. (2009), employee turnover may be reduced by rewarding and appreciating employees. Extrinsic motivation shows little to no correlation with positive outcomes and is consistently correlated with negative outcomes (Kuvaas et al. (2017). Knowledge workers who receive leadership support and appropriate rewards and recognition, especially extrinsic rewards through verbal recognition, show reduced turnover intention. ...
Purpose
This study aims to investigate the nuanced relationships between protean career attitudes, job crafting and turnover intentions, shedding light on the mediating role of job crafting and the conditional influence of intrinsic career motivation.
Design/methodology/approach
A survey was conducted with 406 full-time Thai employees and analyzed structural equation modeling to test the hypotheses and PROCESS Macro 4.0.
Findings
Protean career attitudes were found to have a positive relationship with job crafting, which suppress employees’ intention to quit the current job. Job crafting fully mediates the relationship between protean career attitudes and turnover intention. Moreover, intrinsic motivation strengthens the effect of protean career attitudes on job crafting.
Practical implications
This study emphasizes the managerial benefits of fostering adaptable career attitudes, encouraging job crafting and improving productivity, which positively impacts both individuals and the organization.
Originality/value
This study significantly enriches the existing literature by integrating the frameworks of protean career attitude and turnover intention through the lens of job crafting and self-determination theories, offering valuable insights for both academia and industry.
... However, we did not find extrinsic motivation (social or material) to be significantly correlated with turnover intentions, which is actually consistent with past research (Kim, 2018). In fact, prior research has also found extrinsic motivation to not be associated with work performance (Kuvaas et al., 2017) or work engagement (Zeng et al., 2022). These findings appear to support the conclusion of Howard and colleagues (2016): the "presence of external regulation in a profile appears unimportant…autonomous forms of motivation are far more important in promoting positive workplace outcomes than more controlling forms" (p. ...
... Paying an underperforming worker can equate to wasting money that could have otherwise been spent on a direct service (Haiven, 2004). Thus, finding ways to select autonomously or highly motivated workers and volunteers at the beginning (or at least finding ways to increase their intrinsic motivation after they have started) should be top of mind for organizations, given the positive work outcomes associated with this type of motivation (Kuvaas et al., 2017). ...
The nonprofit sector is an important element of the global economy that employs millions of people and provides multiple types of humanitarian services. Previous research has found that individuals who decide to work or volunteer in this sector are uniquely driven by altruistic and intrinsic motivations when compared to their for-profit counterparts. The current study investigates this phenomenon by combining self-determination theory with latent profile analysis to determine the different motivational profiles that exist within the nonprofit sector, and how these profiles differ on important work outcomes. Nonprofit workers and volunteers (N = 235) were recruited via Amazon Mechanical Turk and completed an online survey measuring their work motivations and specific organizational work outcomes (e.g., work effort, affective commitment, job performance, turnover intentions). Using latent profile analysis, four distinct motivational profiles emerged from the sample: Autonomously Motivated, Highly Motivated, Moderately Motivated, and Amotivation. As predicted, the Autonomously Motivated profile comprised the majority of the sample and, along with the Highly Motivated profile, was associated with better work effort, job performance and affective commitment. The significance of these results and their implications for both work motivation research and the nonprofit sector are discussed.
... According to Chahar et al. (2019) and Maulana and Wijanarko (2023), intrinsically motivated employees are more self-driven, acquire expertise, and make good use of training to improve their and their teammates' performance. Perceived training possibilities and high IM boost performance and creativity, but they can reduce employee satisfaction due to the lack of training chances (Kuvaas et al., 2017). Comprehensive training focusing on developing one's skills and personality greatly increases IM, which in turn improves performance and job satisfaction (Oh et al., 2023). ...
... An additional statement ("it is my personal calling") was added to the list of options used in the NSECE survey and it was originally developed by Torquati et al. (2007). Responses were coded as either intrinsically or extrinsically motivated, based on career motivation theory (Kuvaas et al., 2017). Those who answered, "none of these reasons apply" were coded as missing. ...
... During economic downturns, financial rewards may hold higher value, while in periods of growth, opportunities for career progression and professional recognition become more desirable. 12 Hofstede's cultural dimensions theory (1980; 2010) underscores the necessity of culturally sensitive approaches, where collectivist cultures may respond better to group-oriented incentives, while individualistic societies prioritize personal achievements. Technological advancements have revolutionized incentive management, enabling CROs to adopt personalized, data-driven approaches. ...
Aims of Research: Expanding global trial access ensures sustainability by incorporating local contexts and prioritizing patient engagement. This research explores how Organizational Empowerment (OE) and incentive management enhance patient involvement in clinical trials, with Contract Research Organizations (CROs) playing a key role. We propose a paradigm shift based on Grothe-Hammer’s organizational contributorship, where participation replaces formal membership, enabling active decision-making and engagement.
Methods: This qualitative research with holistic case study approach explores the role of incentive management in Organizational Empowerment (OE) within Contract Research Organizations (CROs). Through interviews and analysis, it examines the impact of incentive structures on both employees and patients, assessing their effectiveness in aligning organisational goals with patient-centricity principles.
Results: A key outcome of the study is the call for a shift in patient roles, proposing that patients transition from non-contributing to contributing members within the organization. The study demonstrates that patient-centered interventions, including logistical and financial support through third-party organizations, can enhance patient retention, engagement, and diversity in clinical trials. These interventions benefit both patients and the organizations by improving trial efficiency and reducing dropout rates. In advancing the field, this research makes a contribution by integrating organizational theory with clinical research management practices, a perspective that has been underexplored. The application of institutional theory to understand regulatory frameworks and their impact on incentive management reveals how external constraints shape organizational behavior.
Conclusion: The clinical trial ecosystem relies on collaboration among stakeholders to enhance patient care, requiring a shift toward a patient-centric model for better treatment adherence and outcomes. This study highlights the role of Organizational Empowerment (OE) and incentive management in fostering inclusivity, advocating for contributorship over traditional membership to strengthen stakeholder engagement in clinical research.
... Mentorship in this context contributes to engagement by providing guidance, emotional support, and opportunities for skill development, all of which align with the core tenets of SDT. Kuvaas, et al., 2017) suggest that employees with supportive mentors report higher job satisfaction and are more committed to organizational goals. Conclusively, self-determination theory offers a valuable lens through which the study seeks to examine the relationship between workplace mentorship and employee engagement. ...
Well groomed employees are potential assets to any organization because they stand to demonstrate flexible work behaviour and desire that pushes the organizations to greatness thus, the study examined workplace mentorship and employee engagement of post primary school teachers in Yenagoa Bayelsa State. Adopting a survey research strategy, the study collected data from 200 teachers using simple random sampling technique with self report questionnaire. The collected data were cleansed and 169 copies found worthy for statistical analysis. These data were subjected to Pearson Product Moment Correlation via Statistical Package for Social Science and the result revealed that workplace mentorship in the form of knowledge sharing, career mentoring and role modeling positively correlate employee engagement. It was concluded that workplace mentoring gave credence to employee engagement in the form of teachers' dedication. The study therefore, recommend that career mentoring should be practice and sustained among teachers as this would enable them to support each other in terms of career advancement which will in turn create an enabling environment to work peacefully with increased dedication.
... The independent variables in this framework include recognition, work-life balance, and career advancement. These elements are critical components of non-cash perks that have been shown to significantly influence job satisfaction, employee engagement, and overall productivity (Kuvaas et al., 2019). Recognition refers to the acknowledgment and appreciation of an employee's efforts and achievements, which can enhance their sense of value and belonging within the organization. ...
The study was carried out to examine the relationship between Non-cash Perks and Employee Performance at Pretty Development for Poverty Reduction (PDPR) in Njombe. This study employed a mixed method approach where both quantitative and qualitative data were used as well as convergent research design. In this study, the type of data collected was primary data from the field. The study involved respondents of three categories namely;- Managers, Supervisors and Common Employees as its target population, and hence all individuals were included and taken without having a sample size as their number was small to make the best conclusion in the sample. Data was collected through questionnaires and interviews as well as documentary reviews. Quantitative data were analyzed Descriptive statistics simplified by using SPSS, while qualitative data were subjected to thematic analysis. The findings revealed positive relationship between Non-cash Perks and Employee Performance at Pretty Development for Poverty Reduction (PDPR) in Njombe. The study concludes that in order to elicit the best performance from employees, there is need for some sort of motivation beyond the weekly pay check. The employees who work hard should be recognized and appreciated for their contributions to the organization.by being given the Non Cash such as Perks; Recognition, Work life balance, Career Advancement, Employee Survey, Customized Incentives Schemes, Employee Feedback and Promotion of Rewarding System. This study recommends that Tanzania's government should formulate friendly labour laws and HR Policies to ensure that employees in the organizations for which they are working are treated with utmost importance and to address their requirements not only for money, but also Non-cash Perks by their organizations, which recognize them and allow the employee autonomy. Also Training programs are crucial for employee professional development. Additionally, the management must enhance Work Life Balance to their employees in both public and private sector organizations.
... It has resulted in three contrasting views regarding the interaction between intrinsic and extrinsic motivational instruments. The first view held by reinforcing theories (e.g., expectancy value theory) assumes that different motivational factors are additive and do not negatively interact (Kuvaas et al., 2017;Vroom, 1964). The second view held by undermining theories postulates that extrinsic rewards especially performancecontingent ones demolish intrinsic motivation. ...
Time dilation is an important issue in the field of physics. Introduced by the special relativity theory, it means that the time duration spent by an entity to reach a certain destination depends on the movement and speed of the entity. Time dilation has been widely addressed in other disciplines, including philosophy, psychology, and motivation. However, it has produced practical and theoretical controversies in the literature. The new version of relativity theory resolves these issues by extending time dilation to conceptual and mental factors and taking a process-based approach to the development of universe. The purpose of this paper is to discuss time dilation in different scientific arenas and explicate it in motivation from the perspective of motivational congruence theory (MCT). The theory provides a new explanation for the underlying mechanisms of time dilation as a mental phenomenon in motivation. According to MCT, a congruence between the context and extrinsic and intrinsic motivations escalates overall motivation. This, in turn, results in high levels of effort and engagement towards the task and leads to mental time dilation. That is, the individual becomes so engaged with the task that their subjective estimation of time duration becomes shorter, compared to an objective measurement of the elapsed time. The study provides hypotheses for further empirical research. MCT’s view to time dilation aligns with advances in the fields of physics and philosophy. It contributes to the literature by presenting a new explanation for mental time dilation and elaborating the motivational mechanisms that underlie this phenomenon.
... While extrinsic motivation is tied to external rewards and punishments, intrinsic motivation stems from personal interest or enjoyment in the task itself [9]. A growing body of evidence suggests that intrinsic motivation plays a pivotal role in enhancing employee performance and well-being, particularly among faculty, whose profession thrives on intrinsic drives [9][10][11]. Intrinsically motivated faculty members tend to invest more time and effort into teaching, demonstrating innovative classroom activities, actively seeking feedback, and embracing cutting-edge educational techniques [12,13]. ...
This study presents a revolutionary understanding of how value-based leadership enhances the intrinsic work motivation of Chinese university faculty. A novel serial mediation model is introduced, highlighting the interplay between growth mindset and teaching self-efficacy in transmitting the impact of leadership to increased intrinsic motivation. Utilizing a comprehensive sample of 394 faculty members from across China, advanced SmartPLS 3.0 analytics were employed to validate the model. The results demonstrate a significant positive effect of value-based leadership on faculty intrinsic motivation, partially mediated by the sequential influence of nurturing a growth mindset and strong teaching self-efficacy. The findings provide fresh theoretical perspectives and practical strategies for researchers, university leaders, administrators, and policymakers seeking to elevate the intrinsic work motivation of China’s academic faculty to new levels.
... Basicamente, essas motivações podem ser divididas em dois grandes grupos: motivações intrínsecas e extrínsecas, cada uma influenciando o comportamento humano de maneira distinta [92] . a motivação intrínseca está associada a resultados positivos, enquanto a motivação extrínseca tende a estar negativamente relacionada ou não apresentar uma relação significativa com resultados positivos no ambiente de trabalho [93] . A liderança, por sua vez, exerce um efeito positivo sobre o empoderamento psicológico, que influencia a motivação intrínseca e o engajamento no processo criativo [94] . ...
Scientific and Technological Initiation (STI) is essential for academic and professional training, promoting scientific skills and critical and ethical thinking. In the Brazilian Federal Network for Professional, Scientific, and Technological Education institutions, STI guidance benefits both students and mentors. However, the factors that motivate educators to engage in this practice are still poorly systematized. This educational product aimed to identify factors that motivate educators to mentor in STI programs and present a knowledge base to support strategies and practices focused on effective mentoring. The evidence used to build this guide was obtained by consulting international scientific databases, with the support and supervision of artificial intelligence technologies. Searches were carried out using keywords and the knowledge mapping technique related to the main topics covered, such as: motivational factors, student mentoring, and effective mentoring. This guide is designed for educators who work or intend to work as STI mentors, as well as researchers involved in scientific projects and coordinators of research groups looking to improve their mentoring skills, thus contributing to their student's academic and professional development. Educators are expected to fully understand their role as mentors, recognizing themselves as catalysts for change in their mentees' educational, scientific, and professional careers. By promoting practices that stimulate students' holistic development – such as creativity, critical thinking, and research ethics – and by strengthening the bond between mentors and mentees, this guide will be intended to inspire reflections and actions that contribute to a more collaborative, efficient, and innovative academic environment. Ultimately, we propose a reflection on issues that can guide educators toward developing a robust and sustainable scientific community based on collaboration and ethical commitment to research.
... An excessive dependence on extrinsic rewards may result in what Kuvaas et al. (2017) refer to as a "transactional" view of learning, even though these incentives can encourage short-term learning practices. In such a scenario, employees engage in learning solely for the reward rather than for the inherent value of knowledge or skill acquisition. ...
Millennials and Gen Z now dominate the global workforce, each with distinct reward preferences influencing motivation and creativity. Understanding these distinctions is critical for improving employee retention and performance. This research aims to evaluate the efficacy of intrinsic and extrinsic rewards for both cohorts. The main goals are to determine reward preferences, examine the mediation effects of moral importance of work and learning attitudes, and assess their impact on creative performance. Using online survey, data were collected from 319 individuals in India and analysed using confirmatory factor analysis and structural equation modelling. Results show that while intrinsic rewards were not significantly related to the moral importance of work for either generation, extrinsic rewards were linked to moral importance only for Gen Z. Extrinsic rewards also had no significant impact on learning attitudes for Gen Z, but they did for millennials. Additionally, the moral importance of work was unrelated to creative performance for millennials, but it had a significant impact on Generation Z. By examining these dynamics, this study aims to provide insights into generational shifts in workplace values in the Indian context, highlighting implications for employee’s creative performance that align with each generation’s unique priorities and ethical considerations.
... Appropriate compensation will determine whether Administrative Personnel will remain at work or leave their place of work. (Kuvaas et al., 2017) Compensation is one of the implementations of the HRM function so that administrative personnel can work optimally to produce optimal performance and provide individual awards in exchange for carrying out organizational tasks. (P. ...
Researchers conducted a study on the effect of motivation and indirect compensation on employee performance in an educational institution in Bandung. Moreover, this research analyzes the factor that has the most dominant influence between work motivation and indirect compensation on employee performance in one of the educational institutions in the city of Bandung. As many as 86 employees are the object of this study using a questionnaire. Based on research using path analysis, motivation, and indirect compensation variables in one of the educational institutions in the city of Bandung are declared valid. The conclusions and considerations related to the research results are paying attention to work motivation and indirect compensation to improve employee performance. The results of the study show that work motivation (X1) has a significant effect on employee performance (Y). Furthermore, indirect compensation (X2) significantly influences employee performance (Y). Therefore, work motivation (X1) and indirect compensation (X2) have a significant effect on employee performance (Y). To increase the motivation of administrative personnel in an educational institution in the city of Bandung, the leader should increase the firmness of attitude in making decisions, providing direction, guidance, instructions, and evaluation regarding the implementation of tasks and work to increase motivation. In addition, leaders must also be able to appreciate the results of the work of their subordinates because appreciation will make subordinates happy and more enthusiastic about working. Because by being appreciated, subordinates will also feel appreciated and acknowledge the importance of their existence for their leaders and the school. To increase the compensation of administrative personnel at an educational institution in the city of Bandung, the Leader should increase their compensation. To improve the performance of administrative staff at an educational institution in the city of Bandung, the agency should place more emphasis on administrative staff to pay full attention to the rules that the agency has implemented.
... Different organizations exhibit different approaches, with some relying heavily on performance monitoring and extrinsic rewards, while others adopt alternative, more facilitative methods to achieve their mission and enhance performance (Franco-Santos et al., 2012;Frey et al., 2013). Performance-related rewards have a greater potential to increase work effort and thus measurable performance (Kuvaas et al., 2017;Gerhart and Fang, 2014). However, Pink (2011) challenges the traditional view that rewards and recognition are the only motivating factors for employees. ...
Performance management systems (PMS) are an essential tool in shaping employee behaviour in organizations. PMSs are also an important part of today's organizations and provide a framework for improving employee performance, productivity and leadership. Previous studies have not examined how PMSs influence employee behaviour, i.e. what are the mediating and moderating roles in this relationship. This article reviews and synthesizes current scientific knowledge on the influence of performance management systems on employee behaviour and examines the role of mediating and moderating mechanisms in this relationship. A systematic review of 83 research articles published in English up to 2022 was conducted. The review investigated various mechanisms through which PMS influences employee behaviour (specifically employee commitment, motivation and satisfaction). Promising trends and research trajectories were identified through content analysis with a mediating and moderating role. The PMS influences employee behaviour primarily through three constructs - clearly set goals, properly set rewards, and effective feedback delivery. A consistent (effective) PMS subsequently contributes to employee engagement and empowerment, which mediate the relationship. Organizational culture is a moderator because it can deepen the relationship between PMS and employee behaviour. The performance-oriented organizational culture in a company helps to create an effective PMS that positively influences employee behaviour. From a theoretical perspective, this paper synthesizes the results of each research, assesses the knowledge base in our selected research area, and clarifies potential avenues for future research and trends. This research contributes valuable insights for organizations seeking to improve their PMS for sustained employee success and satisfaction, as the literature search described the impact of PMS on employee behaviour through the identification and examination of individual mediating and moderating roles. Managers who pay attention to employee engagement and empowerment can then set up activities to have a good and necessary impact on employee commitment, motivation and satisfaction.
... Low intrinsic motivation can be problematic because it increases the likelihood that employees engage in counterproductive behavior and will contribute less to the goals of an organization. Extrinsic types of motivation can also increase other negatively connoted outcomes (such as turnover intention and burnout [19]) and reduce performance [20]. ...
People regularly encounter situations in which they have to engage in tasks they find boring or irrelevant, in which case their autonomy—the need to act in ways that are meaningful for oneself—is impeded. When there is no motivational support available, individuals need to find ways to overcome their motivational barriers by themselves. Applying autonomy-regulation strategies may be effective for increasing autonomy and particularly the more adaptive types of motivation (i.e., intrinsic and internalized). Testing this idea, we investigated whether individuals apply self-supportive strategies to boost their feelings of autonomy and motivation in two studies via cross-sectional survey samples (overall N = 2,344). We analyzed how autonomy regulation strategies were associated with theoretically related variables via Structural Equation Modeling (SEM). In Study 1, the self-reported use of autonomy regulation strategies was strongly positively associated with intrinsic and internalized types of motivation, weakly positively correlated with introjected avoidance motivation, and not associated with external motivation. In Study 2, we introduced two dilemmas concerning motivational problems individuals face when engaging in tasks and being assigned a task, respectively. Results indicate that individuals report using general strategies of autonomy regulation to achieve fulfillment of autonomy and intrinsic motivation, next to more specific autonomy regulation strategies regarding specific dilemmas. Our results show that it would be worthwhile to investigate if stimulating individuals to use autonomy regulation strategies would positively affect their motivation (e.g., in job or study contexts), and that in doing so, it is important to consider both specific context effects on autonomy regulation as well as individual preferences for general strategies used to regulate one’s autonomy.
... Los procesos de gamificación implementados en el ámbito educativo constituyen una propuesta metodológica que ha ganado popularidad en los últimos años (Faiella y Ricciardi, 2015) debido a su capacidad para involucrar a los estudiantes, mejorar la retención de conocimientos y hacer que el proceso de aprendizaje sea más divertido y estimulante, siguiendo las palabras de García-Peñalvo (2020) y Ferrer et al. (2022). Este modelo dinámico utiliza elementos de diseño y mecánicas de juegos en contextos educativos con el fin de motivar a los estudiantes, aumentar su compromiso e implicación, además de mejorar su proceso de adquisición de conocimientos (Kuvaas et al., 2017;Navarro-Mateos et al., 2021). Se trata, por tanto, de una de las metodologías activas más utilizadas en los procesos de enseñanza y aprendizaje al promover experiencias más interactivas y emocionantes. ...
Academic literacy is conceived as the set of critical tools for the analysis and production of texts within various disciplines, while gamification is presented as an innovative methodology focused on raising student motivation and performance. In this sense, this study addresses the intersection of these two areas, through a systematic research approach, supported by the ReSiste Framework-CHS and Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) (Page et al., 2021), a meticulous selection of articles was carried out in the Web of science (WOS) databases and SCOPUS. Optimized search strategies were implemented to ensure the quality and relevance of the data collected. The findings of the study highlight the positive impact of gamification on key aspects such as content understanding, intrinsic motivation and academic performance, highlighting its particular effectiveness in virtual contexts and in teacher training. Despite these advances, challenges were identified such as a possible overdependence on recreational elements, which could shift the focus from the main educational purpose. The conclusions highlight the importance of a balanced integration, with the aim of optimizing the educational process of university students.
... -The other block relates to non-financial aspects (N), which contain a) extrinsic remuneration (EXT) in the form of any kind of reward, prize, recognition or gratification with no economic impact and is mainly related to the job, with the different environment and work condition aspects (Malhotra et al., 2007;Madero, 2009), and b) individual's internal rewards or intrinsic (INT) deriving from their involvement in certain activities or tasks, such as: work satisfaction, commitment, independence, growth and learning opportunities (Reiss, 2004;Deci & Ryan, 2010;Long & Shields, 2010;Jacobs et al., 2014;Schlechter, Thompson & Bussin, 2015). In this research, we considered focusing on extrinsic non-financial rewards (EXT) and intrinsic rewards (INT) as a type of non-financial reward, since, on the one hand, results from different studies suggest that INT rewards are more powerful predictors of affective engagement than monetary rewards (Jacobs et al., 2014;Kuvaas, Buch, Weibel, Dysvik & Nerstad, 2017;Malhotra et al., 2007). On the other hand, EXT rewards help employees develop confidence and interest in achieving the organisation's goals (Nnaki-Ihedinmah & Egbunike, 2015;Pramono, 2021). ...
Purpose: This research study aims to determine the importance of non-financial rewards as an element of total compensation and its relationship to human resource management mediated by the relationship of strategic corporate governance in the technology sector.Design/methodology/approach: A quantitative approach of extrinsic and intrinsic non-financial rewards, human resource management and strategic management of the company has been carried out. To obtain the necessary data, self-administered questionnaire were used. The results obtained from a sample of 97 human resource managers in the technology sector proves the causal relationship between each type of non-financial reward and human resource management, as well as its link to the strategic management.Findings: Using Partial Least Squares Structural Equation Model (PLS-SEM), significant relationships occur between human resource management and strategic management, followed by the relationship between human resource management and intrinsic rewards. A significant relationship exists between human resource management and direct and indirect intrinsic rewards through strategic management. In turn, only an indirect relationship exists between human resource management and extrinsic non-financial rewards through strategic management, but there is no direct relationship.Originality/value: These findings are highly important for human resource management, since it could allow the development of new compensation strategies with non-financial rewards under strategic management helping technology companies to generate competitive advantage by means of the same.
Purpose : This paper compares employability skill sets as perceived in South Africa and Greece—two countries with different educational backgrounds and economic contexts. Design/Methodology/Approach : A literature review on employability skills is followed by a survey examining skills and motivation to identify similarities and differences between the two countries. Findings : South African respondents had lower mean scores for intrinsic motivation than Greek participants. Significant differences were noted in achievement, responsibility, and growth opportunities. Findings suggest that employability skills have a global dimension, while country-specific factors influence perceptions of motivation and other skills. Research Limitations/Implications : The study’s sample size was relatively small. Higher education institutions (HEIs) should enhance graduates’ motivational skills, while recruiters should engage in continuous dialogue with HEIs and other stakeholders to strengthen employability training. Originality/Value : This paper makes three contributions: (1) expanding literature on internships as tools for employment readiness, (2) highlighting motivation as a key factor in employability skill development, and (3) providing evidence of differing perceptions between students in a developed and a developing country.
Purpose
This study aims to investigate the role of gamification in enhancing user engagement and behavioral intentions in tourism expositions. By integrating self-determination theory (SDT) with gamification concepts, the research seeks to understand how intrinsic motivations – such as competence, relatedness and autonomy – along with extrinsic factors like knowledge gain and social support, influence participants’ intentions to purchase tourism products and engage in word-of-mouth (WOM) communication.
Design/methodology/approach
This study uses a quantitative research design, utilizing data collected from participants at various tourism expositions in Taiwan. A combination of exploratory and confirmatory factor analyses was used to validate the measurement scales. This study analyzed the moderating effects of knowledge gain, social support and prior travel experiences on these relationships.
Findings
The results confirm that intrinsic motivations of competence, relatedness and autonomy significantly enhance the gamified experience, positively influencing purchase intentions and WOM intentions. This study also reveals that knowledge gain and social support further strengthen the effectiveness of gamification in stimulating self-determination needs. Moreover, a favorable gamified experience can improve the perception of tourism expos, increasing tourists’ likelihood to purchase and recommend products.
Originality/value
This research contributes to the limited literature on gamification in tourism by demonstrating its effectiveness in enhancing consumer engagement and behavior. The study provides a novel perspective by integrating SDT with gamification strategies and highlighting the critical role of knowledge gain and social support as crucial elements in gamification design. The findings offer practical insights for tourism expo organizers and related enterprises, suggesting that well-designed gamified experiences can significantly enhance tourism marketing efforts’ immediate and long-term success.
The objective of this study is to determine the influence of factors on the effectiveness of internal audit at public non-business units in Vietnam. Using qualitative and quantitative research methods, the research sample includes 215 businesses, and data processing using SmartPLS software. Content of research on factors such as senior management support, internal audit independence, motivation of internal auditors, level of application of information technology, and Internal audit capacity to the effectiveness of internal audit at public non-business units in Vietnam. Research results show that senior management support, internal audit independence, motivation of internal auditors, level of information technology application, and Internal audit capacity has a positive impact on the effectiveness of internal auditing at public non-business units in Vietnam. Finally, the study concludes and suggests implications for improving the effectiveness of internal at public non-business units in Vietnam and overcoming weaknesses in the process of implementing internal audit by fully equipping auditors with professional knowledge, maintaining the independence of the audit department, and motivating them to work.
Business performance is one of the most critical measurements for business owners to achieve their targets. Business performance is a result of company activities at a particular time. The small-medium enterprises have functioned as a leading economic activity, creators of job opportunities, an essential developing business local economy and community empowerment, creators of new markets, and become a source of innovation. The contribution of SMEs is more significant than the contribution of large enterprises. SMEs have expanded employment opportunities, established a gross domestic product, and provided a safety net mainly for low-income people to carry out productive economic activities. Competitive SMEs often play a role in increasing the country's economy and leading to the development of the global economy. Furthermore, financial technology (Fintech) plays a significant role in the business performance of SMEs by improving the scalability, accessibility, and efficiency of financial services. Digital payments and peer-to-peer lending are part of fintech solutions for SMEs.
This study aims to investigate how job satisfaction of Bengkulu Provincial Government employees is affected by work motivation and service leadership, as well as to examine the role of work motivation as a moderator. The sampling technique used was simple random sampling, with a total of 350 Bengkulu Provincial Government employees participating in this survey-based study. Data processing was carried out using SEM-PLS. The results of modeling the structural equation show that work motivation and service leadership have a positive and significant effect on job satisfaction. In addition, work motivation was found to positively and significantly moderate the influence of service leadership on job satisfaction with the quasi-moderator type. The findings in this study are expected to provide valuable input for the Bengkulu Provincial Government in formulating strategies and policies that aim to maintain and/or improve things that are considered important to the findings of the research variables, so that they can continue to be able to transform and become better from time to time. Future research should consider contextual factors that may influence the relationships identified in this study.
This study examines the critical relationship between employee benefit systems and organizational efficiency in Public Sector Undertakings (PSUs) in Kerala, India. Through comprehensive analysis of comparative compensation structures, benefit systems, and behavioral outcomes, the research identifies significant disparities between PSU and State Government employees while establishing clear linkages between benefit systems and organizational performance indicators. The findings reveal that well-designed benefit packages significantly impact employee satisfaction, productivity, commitment, and retention rates, ultimately enhancing organizational efficiency. The study further demonstrates that supportive work environments moderate the relationship between benefits and performance outcomes, amplifying positive impacts when aligned with employee needs and organizational goals. This research contributes to management theory by integrating economic and behavioral perspectives on compensation systems while offering practical insights for policymakers and PSU management on optimizing benefit structures. The conclusion highlights the strategic importance of holistic benefit systems that balance financial and non-financial incentives within Kerala's unique socioeconomic context.
Employee turnover has been viewed as a severe issue, notably in the field of human resources management and has been feared by organizations. This study aimed to see the affect of the role of motivation, job insecurity as well as job satisfaction and work engagement on turnover intentions towards Private Bank Frontline Employees (PBFE) which simultaneously has not been widely discussed in Indonesia, especially in the Banten area. Therefore, the contribution of this research is expected to add theoretical to the human resources literature and reduce the occurrence of turnover intentions. Referring to empirical theory and the results of previous studies related to the role of motivation and job insecurity towards turnover intentions, this study was designed by distributing the questionnaires online as a survey method for collecting data. Factor analysis and Lisrel’s Structural Equation Modeling (SEM) were used for analysis. The findings of this research showed that the factor that has affected job satisfaction and work engagement is intrinsic motivation however the one that could significantly affect turnover intentions is job insecurity.
This study deals with the rewards system and its impact on employee motivation at NJ Fresh Produce in Polokwane, Limpopo Province of South Africa. Many organizations face lower level of productivity due to the concern of reward system of employees. Motivated employees would always strive to perform better at their workplace. Extrinsic and intrinsic are the motivating factors that affect employees’ performance. This implies that rewards are of paramount importance in motivating employees. Employees who receive extrinsic and intrinsic rewards are more motivated to perform better at their workplace. However, there is need to identify specific kind of rewards, which are critical in motivating employees at a certain industry.
The study endeavoured to investigate the impact of rewards system as employees’ motivation at NJ Fresh Produce. The study utilized a quantitative research design and the population comprised of all employees working at NJ Fresh Produce. However, 175 questionnaires were distributed, and convenience sampling was utilised to select study participants. A total of 120 employees took part in this research each division was fully represented. The findings from correlation analysis and multiple regression analysis revealed that rewards are essential when it comes to improving the motivation of employees at NJ Fresh Produce. The study further reveals that employees put significant value on the amount of tangible or extrinsic rewards they receive from the organization.
This study was only centered on the direct effects of rewards on employee motivation. Thus, it recommends that future studies incorporate the indirect effects of other variables (moderators and mediators) in their investigations of the relationship of between rewards and employee motivation.
KEYWORDS: REWARDS, MOTIVATION, EMPLOYEE PERFORMANCE, FRESH PRODUCE INDUSTRY
The leadership style of a business venture is important for the sustainability and development of climate, and employee performance. The problems in hospitals seen from the pre-survey showed that leadership style is 69%, employee satisfaction is 59%, employee motivation is 55%, the culture planned by the organization is 60% implemented by employees, organizational commitment is 60% and employee performance is 62%. For this reason, this research will examine transformational leadership style, intrinsic motivation, organizational culture, employee commitment, and performance. The research method is surveyed and quantitative research. Data was collected through questionnaires to capture latent variables—sampling applied purposive sampling, namely employees who have worked for more than one year. The analysis tool used was SEM with the Lisrel program, the research sample was 157 respondents consisting of 87 women and 70 men aged 24-39 years. The research results imply that employee performance is mediated by commitment, commitment is influenced by leadership style, and leadership and organizational culture directly influence employee performance.
This meta-synthesis explores motivation and employee performance in the forestry sector, addressing a significant gap in management research. Despite the industry's crucial role in the global economy and environment, studies on these topics within forestry have been limited. Analyzing 30 research papers published between 2000 and 2024, this study investigates how motivation and employee performance have been treated in forestry-related literature. The research reveals that enhancing motivation and performance among forestry workers requires a multifaceted approach. Key findings highlight the importance of both intrinsic factors (job design, autonomy, skill development) and extrinsic rewards (pay, promotions) in driving employee motivation. Additionally, organizational practices such as effective communication, participative management, and work-life balance initiatives were identified as critical for empowering and engaging forestry professionals. The study also uncovers a widespread lack of properly structured HR systems within the global forestry sector. This comprehensive review provides valuable insights for forestry managers and policymakers, while also identifying areas for future research to better understand and improve motivation and performance in this vital industry.
The COVID-19 pandemic forced numerous changes in the world of work. The agricultural sector in South Africa was deemed an essential service during the national lockdown, and employees had to keep working. Keeping employees motivated during the COVID-19 pandemic was a challenge. The study aims to provide practical insights into employee motivation during the COVID-19 pandemic. This study’s general objective therefore was to explore employees’ perceptions of the work-related factors that motivated them in a South African agricultural organisation before and during COVID-19. The study employed a qualitative research method with an interpretivist paradigm and a qualitative descriptive strategy. The sample consisted of employees (N = 8) employed at an agricultural organisation. The data were collected through qualitative online surveys using the QuestionPro software, and content analysis was applied to analyse the data. The participants indicated that they were motivated by a combination of intrinsic and extrinsic motivational factors before and during the COVID-19 pandemic. Recommendations were made by the participants who pointed out that existing efforts by the organisation should be maintained during the pandemic to keep employees motivated.
This study examines the work-life balance and well-being of employees from the IT and Education sectors, focusing on gender differences and sector-specific challenges. The research explores how work-life balance impacts employee well-being in these distinct sectors and investigates the role of organizational culture, job demands, and personal coping strategies. The study involved 60 employees (30 male and 30 female) from Pune district, with 15 males and 15 females from each sector, all with at least 10 years of experience. Data was collected using the Work-Life Balance Scale (WLBS) and the Ryff Scales of Psychological Well-Being (PWBS). Statistical analysis revealed no significant difference in work-life balance between the IT and Education sectors (t=0.27, not significant) or between male and female employees (t=0.26, not significant). However, employees in the Education sector reported significantly higher well-being compared to their IT industry counterparts (t=2.66, p<0.01). Additionally, female employees reported better well-being than male employees (t=3.919, p<0.001). The study concludes that work-life balance issues are not significantly affected by gender, but sector-related differences in well-being exist, with the Education sector showing higher well-being scores. These findings highlight the importance of understanding sector-specific challenges to enhance employee well-being and work-life balance.
The relationship between employee motivation, engagement practices, organizational
productivity, and employee performance was paramount for optimizing organizational
effectiveness. Bonenberger et al. (2014) noted that when health workers were motivated and
satisfied, they operated within their comfort zones, thereby adhering to standards, and
delivering high-quality healthcare. This led to improved competencies, opportunities, and
stronger relationships among health workers, colleagues, and local communities. This study
investigated the impact of employee motivation and engagement practices at Mwanza District
Hospital Laboratory on organizational outcomes.
Study Overview
Through a descriptive research design, primary data was collected via a survey questionnaire
distributed to employees. The study aimed to uncover distinct employee profiles, identify
underlying factors influencing organizational outcomes, and explore contextual factors
shaping the effectiveness of motivation and engagement initiatives. This research contributed
to the existing literature by offering new insights and actionable recommendations for
enhancing organizational effectiveness in healthcare settings.
Key Findings
1. Mean Scores Analysis:
• Skill Utilization and Learning Opportunities: Employees reported high mean scores in
areas related to skill utilization, feeling valued as team members, and having
opportunities to learn new skills. This indicated strong intrinsic motivation among
employees, aligning with Herzberg’s motivator factors. The highest mean scores were
observed in questions related to learning opportunities, team value, and positive
relationships with colleagues. Humphrey et al. (2007) and Noe, Clarke, and Klein
(2014) supported the significance of skill utilization and continuous learning in
enhancing job satisfaction and motivation.
• Team Value and Relationships: Feeling valued as a team member and having positive
relationships were crucial for motivation and engagement. Kahn (2010) and Bakker
and Demerouti (2014) emphasized the importance of feeling valued and having
supportive relationships at work, contributing to psychological conditions essential for
employee engagement and job resources that reduce burnout.2. Variability in Responses:
• The analysis of standard deviation and variance revealed significant variability in
responses regarding satisfaction with training and development opportunities, and
recognition for contributions. This suggested inconsistent experiences among
employees in these areas, highlighting them as potential targets for improvement.
Mone and London (2018) and Shields et al. (2020) indicated that variability in these
areas could impact overall organizational effectiveness, with some employees feeling
adequately supported and recognized while others did not.
3. Group Comparisons by Gender and Job Role:
• Gender: The comparison by gender showed minimal differences, indicating uniform
perceptions of motivation and engagement across male and female employees.
Kuvaas et al. (2016) suggested that gender did not significantly influence employees'
views on motivation and engagement within the laboratory setting.
• Job Role: Job role comparisons revealed that laboratory managers and technologists
reported higher mean scores compared to technicians. This indicated potential
disparities in job satisfaction and perceived opportunities, suggesting that those in
higher-level roles experienced more intrinsic and extrinsic rewards, contributing to
greater overall satisfaction (Alfes et al., 2013; Meyer et al., 2017).
Recommendations
Based on the findings and the thematic analysis, the following recommendations were
proposed to enhance employee motivation, engagement, and overall productivity within the
laboratory department:
4. Promote Fair Treatment and Equal Opportunities:
• Fair Treatment for All Staff: Address issues related to favoritism or inequality to
improve morale and motivation. Ensuring fair treatment for all employees, regardless
of their job role, was critical.
• Equal Sharing of Opportunities: Implement policies that ensure equal access to career
advancement and skill development opportunities. Employees expected fairness in
growth opportunities, which could drive motivation and engagement.
5. Enhance Communication Channels:• Good Communication with Supervisors: Encourage and maintain open and effective
communication between employees and supervisors. Clear communication channels
fostered trust and transparency, enhancing employee engagement.
• Advance Communication on Changes: Management should provide advance notice
and explanation of changes in guidelines or procedures. Transparent communication
mitigated uncertainty and anxiety, enabling better adaptation and productivity.
6. Foster a Supportive Work Environment:
• Participating in Quality Management: Continue to involve employees in quality
management processes. This promoted a sense of ownership and pride in maintaining
high standards of work.
• Good Relationship with Colleagues and Environment: Encourage a supportive and
collaborative workplace culture. Positive relationships with colleagues and a
conducive work environment were crucial for job satisfaction and motivation.
7. Implement Transparent Promotion Processes:
• Lobby for Promotions: Advocate for transparent and fair promotion processes. Clear
criteria and equal opportunities for advancement motivated employees to strive for
excellence.
8. Address Specific Areas with High Variability:
• Satisfaction with Training and Development: Focus on improving consistency in
training and development opportunities. Ensure that all employees have access to
necessary resources and support.
• Recognition for Contributions: Develop a consistent and meaningful recognition
program to acknowledge employee contributions. Recognizing and rewarding
employees fairly could enhance motivation and engagement.
Conclusion
This study underscored the critical role of employee motivation and engagement in enhancing
organizational productivity and employee performance at Mwanza District Hospital
Laboratory. The findings indicated that while intrinsic motivators such as skill utilization,
team value, and learning opportunities were strong, there was variability in experiences
related to training, development, and recognition. Addressing these inconsistencies throughtargeted interventions could significantly improve job satisfaction and performance (Chiaburu
& Harrison, 2008; Danish & Usman, 2010).
By understanding the specific drivers of motivation and engagement among laboratory staff,
the hospital could implement strategies that fostered a more motivated and productive
workforce. This research contributed to the broader discourse on healthcare management in
low-resource settings, offering practical recommendations for policymakers and
administrators to enhance employee motivation and engagement. Ultimately, improving these
factors could lead to better healthcare outcomes and higher patient satisfaction in Malawi
(Jiang et al., 2012; McCauley & Wakefield, 2006).
The primary goal of management in any organization is to achieve and maintain good performance to meet organizational objectives, which is essential for competitiveness in the global market. This study investigates how intrinsic motivation and transformational leadership influence the performance of the student council at the Institut Elkatarie, with Islamic work ethics as a moderating variable. Using quantitative methods and simple random sampling, data were collected from 90 out of 116 student council members for the 2023-2024 period and analyzed using regression analysis with IBM SPSS Statistics 25.0 The study shows that intrinsic motivation (X1) and transformational leadership (X2) both positively influence performance (Y), with significant T-values of 2.216 and 7.545, respectively. This suggests that enhancing intrinsic motivation and adopting transformational leadership can improve performance. However, the interactions between intrinsic motivation and Islamic work ethics (M), and transformational leadership and Islamic work ethics, were not significant, with significance levels of 0.294 and 0.571, respectively. This indicates that Islamic work ethics may not moderate the relationship between motivation, leadership, and performance in this context.
This research aims to examine the impact of intrinsic motivation, extrinsic motivation, and employee commitment on employee performance. While many employees are motivated by monetary benefits from their organization, such as salaries and bonuses, others seek recognition and non-monetary rewards. The study investigates how these factors, including extrinsic motivation, intrinsic motivation, and employee commitment, influence employee motivation. The paper explores various motivational theories to understand why and how employees strive within organizations. Both intrinsic and extrinsic motivation are believed to affect employee performance. The research focuses on the banking sector of Karachi and includes respondents of both genders. Results indicate a positive correlation between employee performance and intrinsic motivation, extrinsic motivation, and employee commitment. Throughout the study, it becomes evident that increasing levels of intrinsic motivation, extrinsic motivation, and employee commitment lead to enhanced employee performance. This research highlights the importance of considering both intrinsic and extrinsic factors in motivating employees. By understanding the influence of intrinsic motivation, extrinsic motivation, and employee commitment, organizations can better support their employees and enhance overall performance.
This study emphasizes how employees’ opportunities for career progression are valued by their organizations, and in response, how they generally demonstrate positive attitudes and behaviors at work. Thus, this study is based on the Social Exchange Theory and it has supported to investigate the association of Perceived Organizational Career Support and Satisfaction with Career Advancement Opportunities in contributing to employee’s Job-related Affect and Turnover intention. The researcher adopted a quantitative approach as the research methodology to test hypotheses and to achieve the main objectives. The data was collected from Non-Managerial Executives in Sri Lankan Apparel Industry. The hypotheses were tested using Correlational Analyses and Multiple Regression Analyses. The present study has drawn data from 150 valid self-administered questionnaires, and the study has proven that although Perceived Organizational Career Support has a significant negative effect on Turnover Intention, it does not have a significant impact on employees’ Affective well-being. Also, it was found that while Satisfaction with Perceived Career Advancement Opportunities has a significant positive association with Affective well-being, it does not have a significant negative influence on Turnover Intention. At the core of these findings, this study proves practical implications for Sri Lankan Apparel Industry.
Purpose
The study investigates the role of locus of control and motivation in predicting green buyer behaviour using social cognitive theory. The study also examines the mediating role of motivation and the moderating role of health consciousness in the relationship between motivation and green consumer behaviour.
Design/methodology/approach
To test the postulated relationships in the study, responses were collected from 410 customers. The study tested validity through confirmatory factor analysis and examined various hypotheses through Process Macros.
Findings
The analysis revealed that the locus of control of the buyer increases green buyer behaviour. The study established a positive relationship between internal and external locus of control and intrinsic and extrinsic motivation, impacting green buyer behaviour. The study also identified evidence supporting the mediating role of intrinsic and the extrinsic motivation and the moderating influence of health consciousness.
Practical implications
The study expands upon current theory by illustrating the association between intrinsic and extrinsic motivation and customers' green purchasing behaviour. It enhances existing literature by identifying health consciousness as a personal factor influencing the connection between motivation and eco-friendly purchasing, urging marketers and policymakers to promote green buying.
Originality/value
To the best of the authors’ knowledge, no prior studies have examined the effect of internal and external locus of control on green buyer behaviour. Through identifying the mediating mechanism and health consciousness as a personal factor, the study enhances both theoretical understanding and practical applications.
The objective of this study is to determine the influence of factors on the effectiveness of internal audit at public non–business units in Vietnam. Using qualitative and quantitative research methods, the research sample includes 215 businesses, and data processing using SmartPLS software. Content of research on factors such as senior management support, internal audit independence, motivation of internal auditors, level of application of information technology, and Internal audit capacity to the effectiveness of internal audit at public non–business units in Vietnam. Research results show that senior management support, internal audit independence, motivation of internal auditors, level of information technology application, and Internal audit capacity has a positive impact on the effectiveness of internal auditing at public non–business units in Vietnam. Finally, the study concludes and suggests implications for improving the effectiveness of internal at public non–business units in Vietnam and overcoming weaknesses in the process of implementing internal audit by fully equipping auditors with professional knowledge, maintaining the independence of the audit department, and motivating them to work.
This research explores the relationship between motivational factors and employee performance, exploring both intrinsic and extrinsic dimensions. Drawing on a comprehensive review of existing literature, the study formulates hypotheses to understand the nuanced impact of motivational elements such as intrinsic motivation, payment, job security, promotion, career development, recognition, and work environment. In the realm of extrinsic motivation, the study investigates the complex landscape of payment, job security, promotion, career development, recognition, and the work environment, considering the varying perspectives presented in literature. The formulated hypotheses provide a structured framework for organizations to tailor motivational strategies. Acknowledging the significance of these factors and their nuanced impact in different contexts can guide organizations in optimizing employee performance.
Bu çalışmanın amacı bir üniversitesi hastanesinde sürekli işçi statüsünde çalışanların motivasyon düzeylerinin saptanması, ilişkili olduğu düşünülen değişkenlerin incelenmesi ve depresyon, anksiyete ve stres düzeylerinin değerlendirilmesidir. Çalışma, Eskişehir Osmangazi Üniversitesi Sağlık Uygulama ve Araştırma Hastanesinde sürekli işçi statüsünde çalışan 798 işçi ile yapılan kesitsel tipte bir araştırmadır. Çalışanların iş motivasyonu düzeylerinin belirlenmesi için Çok Boyutlu İş Motivasyon Ölçeği (ÇBİMÖ), depresyon, anksiyete ve stres durumlarının değerlendirilmesinde ise Depresyon Anksiyete Stres Ölçeği-21 kullanılmıştır. İşçilerden 40 ve üzeri yaş grubunda olanların, evli olanların ve eşinden ayrı/eşi vefat etmiş olanların, bir ve daha fazla sayıda çocuğu olanların, çalışma süresi 5 yıl ve üzerinde olanların ÇBİMÖ’den aldıkları puanların daha düşük olduğu saptanmıştır. Depresyon, anksiyete ve stres bozukluğu şüphesi olanlarla olmayanlar arasında ÇBİMÖ’den aldıkları puanlar açısından bir fark olmadığı saptanmıştır. Çalışma grubundakilerin ÇBİMÖ’den aldıkları puanlara göre iş motivasyonlarının orta düzeyde olduğu söylenebilir.
This study explored the perceptions of the millennial teachers on how they can be motivated, attracted and retained in teaching in public and private schools. Adopting the quantitative research design and the stratified random sampling method, data were collected from 215 millennials drawn from public and private schools in Johannesburg North with a structured questionnaire. The studied found that extrinsic rewards remained the preferred rewards by the millennials. They were extremely dissatisfied with the basic remunerations, performance management rewards, career growth and advancement, opportunities for development in the schools. Although they were significantly motivated to take up teaching by basic pay and bonuses, to retain them in teaching required opportunities for development, career growth and advancement, and good relationships in the schools. The study recommended developing policies and best practices by Ministry of Education on mix of rewards to attract and retain qualified Millennials into teaching and enhance teacher commitment.
Researchers constantly look for the ideal motivating factors in various countries, industries, and sectors, due to its multilateral dimension, which includes employees, managers, organizational policies and practices, and the way that the very dynamic external environmental factors influence them. Self-Determination Theory of motivation proposed by Edward Deci and Richard Ryan, embraces a holistic approach to human motivation which started by identifying several motivational styles and has been implemented in different fields of workplace motivation and management This paper aims to emphasize the importance of examining the psychometric characteristics of the employee motivation scale in the workplace, relying on some bifactor model ancillary indices. The degree of motivation was measured through the Multidimensional Work Motivation Scale (MWMS), based on Self-Determination Theory (SDT). The data were collected from a self-report questionnaire addressed to 658 employees from various businesses and institutions in the Korça region, in Albania. The ancillary indices, derived from the standardized loadings of a confirmatory bifactor model, provide a more comprehensive overview of the psychometric characteristics of the measurement instrument. The study showed that treating the MWMS as unidimensional within a multidimensional construct may cause only a small bias. However, its interpretation seems questionable. On the other hand, the added value of some subscale scores should be considered and can be statistically appropriate for interpretation, helping applied researchers. This study contributes to the field by highlighting the necessity of scrutinizing the psychometric properties of the employee motivation scale and demonstrates the utility of employing bifactor model ancillary indices for a more nuanced understanding. For the first time in Albania, we have a measurement instrument related to the motivation of employees in the workplace, which enjoys good psychometric characteristics.
Purpose
This study investigates the impact of perceived inclusion among healthcare employees on intrinsic motivation and its subsequent effects on work engagement and stress levels. Drawing from multiple theoretical frameworks, the study hypothesizes the following: (a) perceived inclusion positively influences employees' intrinsic motivation, and (b) perceived inclusion and intrinsic motivation serve as resources that enhance employee well-being by promoting work engagement and reducing stress.
Design/methodology/approach
Data were collected from 407 healthcare workers across the European Union. The research objectives were achieved through statistical analysis of the gathered responses.
Findings
The results indicate a positive relationship between perceived inclusion and intrinsic motivation. Importantly, both perceived inclusion and intrinsic motivation emerged as significant predictors of work engagement. Additionally, perceived inclusion was found to have a negative association with stress levels, underscoring its importance in healthcare management.
Research limitations/implications
The study is subject to certain limitations, including the cross-sectional design and reliance on self-reported data, which may affect the generalizability of the findings.
Practical implications
The findings highlight the importance of fostering perceived inclusion and intrinsic motivation among healthcare employees to enhance work engagement and reduce stress, thus offering valuable insights for healthcare management practices.
Originality/value
This study contributes to the existing literature by examining the complex interplay between perceived inclusion, intrinsic motivation, work engagement and stress within the healthcare sector. It also identifies avenues for future research in this area.
Si les spécialistes en rémunération sont généralement en faveur des systèmes de primes qui lient la récompense à la performance, la théorie de l'autodétermination, quant à elle, suggère que de telles récompenses contingentes peuvent nuire à la motivation autonome. Nous présentons un modèle des effets motivationnels engendrés par les systèmes de rémunération qui tente de faire concorder la théorie de l'autodétermination avec la documentation sur la rémunération. Ce modèle évalue de quelle façon les caractéristiques des systèmes de rémunération, tels les variations de la rémunération et son niveau, peuvent influer sur la satisfaction du besoin d'autonomie, la compétence et le rapprochement, lesquels peuvent, à leur tour, marquer la motivation autonome au travail.
Although self-determination theory (SDT) is one of the most widely cited theories of human motivation and function, critics have questioned the practical utility of its three needs (i.e., autonomy, competence, and relatedness) in performance contexts. We conduct a meta-analysis (k = 108, N = 30,648) to explore the magnitude and boundary conditions of need satisfaction and performance. As expected, autonomy (ρ = .28), competence (ρ = .37), and relatedness (ρ = .25) predict performance. Incentivization per se has little impact on need-satisfaction: instead, the need satisfaction → performance relationship is moderated by incentive salience. Consistent with a crowding-out hypothesis, need satisfaction matters less to performance when incentives are directly salient (ρ = .22) and more when indirectly salient (ρ = .45). Our meta-analysis demonstrates that indirectly salient incentives and need-satisfaction are indeed compatible, providing a direct response to criticisms of SDT in performance contexts. Additional unexpected findings and future directions are discussed.
This study investigated relations between pay-for-performance incentives designed to vary in instrumentality (annual pay-for-performance, quarterly pay-for-performance, and base pay level) and employee outcomes (self-reported work effort and turnover intention) in a longitudinal study spanning more than two years. After controlling for perceived instrumentality, merit pay increase, and the initial values of the dependent variables, the amount of base pay was positively related to work effort and negatively related to turnover intention, where both relationships were mediated by autonomous motivation. The amounts of quarterly and annual pay-for-performance were both positively related to controlled motivation, but were differently related to the dependent variables due to different relations with autonomous motivation.
Research testing self-determination theory was discussed in terms of recent work on intrinsic motivation, participative management, and leadership. On three occasions, managers’ interpersonal orientations—toward supporting subordinates’ self-determination versus controlling their behavior—were related to perceptions, affects, and satisfactions of the subordinates. Data from 23 managers and their subordinates in a major corporation showed that managers’ orientations did correlate with the subordinate variables, although the magnitude of the relation varied, seemingly as a function of factors in the corporate climate. An organizational development intervention, focused on the concept of supporting subordinates’ self-determination, was provided for the managers. Evaluation of the program showed a clearly positive impact on managers’ orientations, though a less conclusive radiation to subordinates.
IntroductionRelevance of Individual PerformanceDefinition of PerformancePerformance as a Multi-dimensional ConceptPerformance as a Dynamic ConceptPerspectives on PerformancePerformance in a Changing World of WorkConclusion
NotesReferences
An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.
We contribute to the microfoundations of organizational performance by proffering the construct of joint production motivation. Under such motivational conditions individuals see themselves as part of a joint endeavor, each with his or her own roles and responsibilities; generate shared representations of actions and tasks; cognitively coordinate cooperation; and choose their own behaviors in terms of joint goals. Using goal-framing theory, we explain how motivation for joint production can be managed by cognitive/symbolic management and organizational design.
Self-determination theory proposes a multidimensional conceptualization of motivation comprising autonomous and controlled forms. Whereas autonomous motivation relates positively to individuals’ optimal functioning (e.g., well-being, performance), controlled motivation is less beneficial. To be able to use self-determination theory in the field of organizational behaviour, the Multidimensional Work Motivation Scale was developed and tested using data from 3435 workers in seven languages and nine countries. Factorial analyses indicated that the 19-item scale has the same factor structure across the seven languages. Convergent and discriminant validity tests across the countries also indicate that the psychological needs for autonomy, competence, and relatedness as well as the theoretically derived antecedents to work motivation (e.g., leadership and job design) are predictably related to the different forms of motivation, which in turn are predictably related to important work outcomes (e.g., well-being, commitment, performance, and turnover intentions). Implications for the development of organizational research based on self-determination theory are discussed.
Research has consistently shown negative effects of multitasking on tasks such as problem solving. This study was designed to investigate the impact of an incentive when solving problems in a multitasking situation. Incentives have generally been shown to increase problem solving (e.g., Wieth & Burns, 2006), however, it is unclear whether an incentive can increase problem solving while attentional resources are divided. Participants were either given an incentive or not and asked to complete incremental and insight problems while either in a dual-task or single task condition. After solving the problems participants were given a surprise memory test. Results showed that the incentive only led to increases in problem solving in the single task condition but not the dual-task condition. Furthermore, results showed that an incentive in the dual-task condition led to an increase in recall of irrelevant information. These findings indicate that an incentive cannot ameliorate the detrimental effects of multitasking when problem solving and may even lead to an increase in irrelevant information processing.
Economic control frameworks such as agency theory start with the assumption that employee and employer interests naturally diverge, whereas alternative control frameworks imply that employee and employer interests are often aligned. Integrating these literatures, we hypothesized that value alignment moderates the impact of pay for performance on extrarole behaviors. Our study of employees in the utility industry supported this hypothesis. Pay for performance had a negative impact an extrarole behaviors for employees low in value alignment but not for employees high in value alignment.
The use of short-term bonuses to motivate employees has become an organizational regularity, but a thorough understanding of the relationship between these incentives and actual performance is lacking. We aim to advance this understanding by examining how three types of bonuses (cash, family meal voucher, and verbal reward) affect employees’ productivity in a field experiment conducted in a high-tech manufacturing factory. While all types of bonuses increased performance by over 4%, non-monetary short term-bonuses had a slight advantage over monetary bonuses. In addition, the removal of the bonuses led to decreased productivity for monetary bonuses but not for the verbal reward. However, this negative effect of monetary short term-bonuses diminishes when a cash bonus is chosen by employees rather than granted by default. Theoretical implications about the effect of short-term bonuses on intrinsic motivation and reciprocity, as well as practical applications of short-term bonus plans that stem from our findings are discussed.
Using self-determination theory (Deci & Ryan, 2008) as the guiding theoretical framework, the present study tested a model that incorporates workers' perceptions of organizational support and supervisor autonomy support, global and domain specific (i.e., work) motivation, work satisfaction, and turnover intentions. The hypothesized model was tested using a sample of 735 workers (362 men and 373 women). Results revealed that work motivation was significantly related to both intraindividual (global motivation) and contextual factors (organizational support and supervisor autonomy support). In addition, perceived organizational support and work autonomous motivation were positively related to work satisfaction, whereas turnover intentions were negatively related to perceived organizational support and work autonomous motivation, and positively related to work controlled motivation. The present results underscore the importance of understanding the mechanisms through which higher turnover intentions and lower worker satisfaction take place, eventually leading to appropriate interventions.
More than 4 decades of research and 9 meta-analyses have focused on the undermining effect: namely, the debate over whether the provision of extrinsic incentives erodes intrinsic motivation. This review and meta-analysis builds on such previous reviews by focusing on the interrelationship among intrinsic motivation, extrinsic incentives, and performance, with reference to 2 moderators: performance type (quality vs. quantity) and incentive contingency (directly performance-salient vs. indirectly performance-salient), which have not been systematically reviewed to date. Based on random-effects meta-analytic methods, findings from school, work, and physical domains (k = 183, N = 212,468) indicate that intrinsic motivation is a medium to strong predictor of performance (ρ = .21-45). The importance of intrinsic motivation to performance remained in place whether incentives were presented. In addition, incentive salience influenced the predictive validity of intrinsic motivation for performance: In a "crowding out" fashion, intrinsic motivation was less important to performance when incentives were directly tied to performance and was more important when incentives were indirectly tied to performance. Considered simultaneously through meta-analytic regression, intrinsic motivation predicted more unique variance in quality of performance, whereas incentives were a better predictor of quantity of performance. With respect to performance, incentives and intrinsic motivation are not necessarily antagonistic and are best considered simultaneously. Future research should consider using nonperformance criteria (e.g., well-being, job satisfaction) as well as applying the percent-of-maximum-possible (POMP) method in meta-analyses. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements
of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.
Motivation scholars have argued that intrinsic motivation is an important driver of employee attitudes. This research tests the influence of intrinsic motivation on employee attitudes and explores three factors conditioning the effects of intrinsic motivation: managerial trustworthiness, goal directedness, and extrinsic reward expectancy. The analysis demonstrates that intrinsic motivation is substantively associated with both employee satisfaction and turnover intention. It also reveals that the three conditional factors interact with intrinsic motivation. Managerial trustworthiness and goal directedness increase the leverage of intrinsic motivation on employee satisfaction, whereas extrinsic rewards expectancy decreases the leverage. With respect to turnover intention, the factors directly influence it rather than affect it indirectly through intrinsic motivation. The implications of the results for theory and managerial strategies for employee motivation are discussed.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Even though reward systems play a central role in the management of organizations, their impact on stress and the well-being of workers is not well understood. We review the literature linking performance-based reward systems to various indicators of employee stress and well-being. Well-controlled experiments in field settings suggest that certain types of performance-based reward systems, such as piece rate pay, cause increases in psychological and physiological stress. Such findings are mirrored in nonexperimental studies as well, but the causal mechanisms for such effects are not well understood. We argue that reward systems generally deserve much more attention in the work stress literature, and identify several mediating and moderating variables worthy of study.
The purpose of the present study was to propose and test a model of work-family conflict based on Self-Determination Theory and the Hierarchical Model of Intrinsic and Extrinsic Motivation. The model posits that positive interpersonal factors both at work (i.e., one's employer) and at home (e.g., one's spouse) influence work and family motivation. Moreover, the model proposes that low levels of self-determined family and work motivation both contribute to family alienation, which in turn influences the experience ofwork-family conflict. Finally, work-family conflict leads to feelings of emotional exhaustion. Results from structural equation modeling supported the model Although the model was supported for both men and women, some sex differences were uncovered at the mean level Theoretical implications of the findings are discussed.
Three studies examined the effects of experimentally induced motivational orientations on the subtly different positive affects of vitality and happiness. We hypothesized, based on self-determination theory (Deci & Ryan, 1991; Ryan & Frederick, 1997), that doing well when autonomously motivated would enhance subjective vitality relative to doing well when controlled in one's motivation, but that doing well under the two motivational states would not have differential effects on happiness. Two experiments in which motivation was induced by instructions to participants about task engagement and a third experiment using an attributional methodology yielded the hypothesized pattern of effects. Results are discussed in terms of the importance of differentiating positive outcomes in terms of their underlying motives and of giving increased attention to understanding restorative environments.
Using self-determination theory, two studies found that holding an extrinsic, relative to an intrinsic, work value orientation was associated with less positive outcomes (i.e. less satisfaction with, dedication to and vitality while on the job) and more negative outcomes (i.e. higher emotional exhaustion, short-lived satisfaction after successful goal-attainment, and turn-over intention). These relations were not limited to job outcomes, but also emerged using indicators of employees' general mental health. Moreover, income level did not moderate these relations. Study 2 found that holding an extrinsic, relative to an intrinsic, work value orientation was detrimental to employees' job outcomes because these orientations thwarted the satisfaction of the basic psychological needs for autonomy, competence and relatedness at work.
The aim of this study was to determine whether quality of self-determined motivation at the start of the competitive season in elite athletes and symptoms of overtraining can predict athlete burnout propensity at the end of the season. The participants were 141 elite winter sport athletes. In September, at the beginning of the season, the athletes responded to a self-determined motivation questionnaire, while they answered questions assessing overtraining symptoms and burnout in March, at the end of the season. Findings indicated that self-determined motivation and symptoms of overtraining were negatively and positively linked respectively to dimensions of athlete burnout. The results suggest that self-determined motivation and symptoms of overtraining are both independently linked to signs of burnout in elite athletes and that although no moderating effect was found, pairing self-determined motivation with symptoms of overtraining increased the prediction of burnout in athletes at the end of the season. Our findings are in line with those of recent research (Cresswell & Eklund, 2005; Lemyre, Treasure, & Roberts, 2006) and support a motivational approach to study burnout in elite athletes.
Purpose – Mastery goals and intrinsic motivation have separately been found to predict employee turnover and turnover intention, respectively. The purpose of the present study was to examine their relative and combined influence on turnover intention in terms of a direct model and a moderated model. Design/methodology/approach – A cross-sectional survey was conducted among employees representing more than 400 organizations from a wide range of industrial sectors. The theoretical or subject scope of the paper was to integrate motivational antecedents for employee turnover. Findings – When assessed jointly, intrinsic motivation was the strongest predictor of turnover intention. Mastery-approach goals were positively related to turnover intention, but this relationship was moderated by intrinsic motivation. The relationship between mastery-approach goals and turnover intention was only positive for employees low in intrinsic motivation. Research limitations/implications – The two most important limitations are the cross-sectional nature of the study and the reliance on self-reported questionnaire data. Consequently, experimental and/or longitudinal studies are needed to examine causality issues. Practical implications – The results suggest that intrinsic motivation holds a salient role for predicting turnover intention. For managers and organizations, then, emphasis should be placed on facilitating work environments supportive of intrinsic motivation in order to maintain employees' turnover intention at low levels. Originality/value – The most interesting finding is that intrinsic motivation held a substantially stronger relationship with turnover intention than that of mastery-approach goals. In addition, support for the buffering role of intrinsic motivation was found, as mastery-approach goals were unrelated to turnover intention when intrinsic motivation was high.
hriving describes an individual's experience of vitality and learning. The primary goal of this paper is to develop a model that illuminates the social embeddedness of employees' thriving at work. First, we explain why thriving is a useful theoretical construct, define thriving, and compare it to related constructs, including resilience, flourishing, subjective well-being, flow, and self-actualization. Second, we describe how work contexts facilitate agentic work behaviors, which in turn produce resources in the doing of work and serve as the engine of thriving. Third, we describe how thriving serves as a gauge to facilitate self-adaptation at work. We conclude by highlighting key theoretical contributions of the model and suggesting directions for future research.
Motivated people are crucial to create a sustainable competitive advantage for your company. Successful Management by Motivation shows that in a knowledge-based society, this goal cannot be achieved by extrinsic motivation alone. Pay for performance often even hurts because it crowds out intrinsic motivation like work morale. To succeed, companies have to find ways of fostering and sustaining intrinsic motivation. With the help of in-depth case studies, representative surveys, and analyses based on a large number of firms and employees, this joint work of business researchers and economists identifies the various aspects of motivation in companies and shows how the right combination of intrinsic and extrinsic motivation can be achieved.
I: Background.- 1. An Introduction.- 2. Conceptualizations of Intrinsic Motivation and Self-Determination.- II: Self-Determination Theory.- 3. Cognitive Evaluation Theory: Perceived Causality and Perceived Competence.- 4. Cognitive Evaluation Theory: Interpersonal Communication and Intrapersonal Regulation.- 5. Toward an Organismic Integration Theory: Motivation and Development.- 6. Causality Orientations Theory: Personality Influences on Motivation.- III: Alternative Approaches.- 7. Operant and Attributional Theories.- 8. Information-Processing Theories.- IV: Applications and Implications.- 9. Education.- 10. Psychotherapy.- 11. Work.- 12. Sports.- References.- Author Index.
Intrinsic and extrinsic types of motivation have been widely studied, and the distinction between them has shed important light on both developmental and educational practices. In this review we revisit the classic definitions of intrinsic and extrinsic motivation in light of contemporary research and theory. Intrinsic motivation remains an important construct, reflecting the natural human propensity to learn and assimilate. However, extrinsic motivation is argued to vary considerably in its relative autonomy and thus can either reflect external control or true self-regulation. The relations of both classes of motives to basic human needs for autonomy, competence and relatedness are discussed.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
Forty-four elite swimmers (F = 19, M = 25) participated in the present study designed to examine shifts along the self-determined motivation continuum, as well as swings in negative and positive affect, to predict susceptibility to athlete burnout. Each week the participants were asked to record positive and negative affect states. Swimmers’ affect swing was calculated using mean intraindividual standard deviation scores as an indicator of intraindividual variance. Every third week the athletes’ level of self-determined motivation to participate in swimming was compiled on a self-determination index. A motivational trend slope for the whole season was computed for each swimmer. Results indicated that shifts in the quality of motivation were reliable predictors of all burnout dimensions. In addition, results of the regression analyses showed that swimmers experiencing increased variability in negative affect were more at risk for burnout. These two psychological constructs reliably predicted burnout potential in elite swimmers.
Much of the theory in personnel economics relates to effects of monetary incentives on output, but the theory was untested because appropriate data were unavailable. A new data set for the Safelite Glass Corporation tests the predictions that average productivity will rise, the firm will attract a more able workforce, and variance in output across individuals at the firm will rise when it shifts to piece rates. In Safelite, productivity effects amount to a 44-percent increase in output per worker. This firm apparently had selected a suboptimal compensation system, as profits also increased with the change.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
The purpose of this study was to explore alternative relationships between training opportunities and employee outcomes. A cross-sectional survey of 343 trainees from a broad range of Norwegian service organizations showed that the relationship between perceived training opportunities and both work performance and citizenship behaviors was fully mediated, and that the relationship between perceived training opportunities and turnover intention was partially mediated by employee intrinsic work motivation. In addition, work motivation was found to moderate the relationship between perceived training opportunities and organizational citizenship behaviors. The form of the moderation revealed a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.
In this chapter, we present a motivational model of job stress that accounts for certain widely
acknowledged stress factors. Drawing on self-determination theory, we identify three key processes
behind employee motivation: autonomous motivation, controlled motivation, and amotivation. We then
show how job stressors, motivation, strain, and diminished well-being are connected. We suggest that
motivational processes play a pivotal, multifunctional role in how employees adapt to the workplace and
react to job stressors. We also propose that managers’ interpersonal styles wield an indirect effect on
these motivational processes through employees’ perceptions of job stressors. We conclude with some
directions for future research.
We meta‐analysed 146 studies ( n = 31,861) to examine the effects of individual and team‐based financial incentives on peoples' performance and to explore potential moderators. The overall effect size of the individual incentives (116 studies) was positive ( g = 0.32). Moderator analyses revealed effect sizes to be larger for field studies ( g = 0.34) than for laboratory studies ( g = 0.29), larger for qualitative ( g = 0.39) than quantitative performance measures ( g = 0.28), and smaller for less complex tasks ( g = 0.19). Results on team‐based incentives (30 studies) indicated a positive effect regarding team‐based rewards on performance ( g = 0.45), with equitably distributed rewards resulting in higher performance than equally distributed rewards. This relationship was larger in field studies and smaller for less complex tasks. In addition, our results show that the effect of team‐based rewards depends on team size and gender composition. Implications for organizational rewards and suggestions for future research are discussed.
Practitioner points
Our study demonstrates the importance of rewarding employees as teams to motivate them to a greater extent.
The results show that equitably distributed rewards lead to higher performance than equally distributed rewards.
Managers should design their appraisal and feedback process for individual team members and the team as a whole.
Our results provide useful information regarding the creation of appropriate reward systems.
Differences in reward characteristics, team composition, and distribution rules offer practical implications for factors on organizational (i.e., personnel selection, frequency, and amount of rewards), team (i.e., team characteristics, type of performance measurement), and individual level (i.e., importance of rewards, personality).
We address two broad questions: how much pay for individual performance (PFIP) is there and what are the positive and negative effects of PFIP? We consider specific claims, including that PFIP does not motivate (or even de-motivates), that it is ineffective in teams, and that it is ineffective in some national cultures. We demonstrate how incorporating sorting effects of PFIP into conceptual treatments of PFIP can change how one views the likely effectiveness of PFIP across contexts.
Learning and development are taking up a central role in the human resource policies of organizations because of their crucial contribution to the competitiveness of those organizations. The present study investigates the relationship of work motivation, perceived workload, and choice independence with employees' approaches to learning at work. Participants in this study were 358 Belgian employees who completed the Approaches to Learning at Work Questionnaire, the Workplace Climate Questionnaire, and the Motivation at Work Scale. Results show that both autonomous and controlled motivation relate positively to employees' deep approaches to learning. In addition, an interaction effect of perceived workload and choice independence on a deep approach to learning was found. The results con-cerning a surface-disorganized approach to learning showed a negative relationship with autonomous motivation and a positive relationship with perceived workload. None of the predictors related significantly to a surface-rational approach.
The purpose of this study was to empirically investigate the relationship between psychological need satisfaction and intrinsic motivation as proposed by self-determination theory. Three competing hypotheses regarding the relations between need satisfaction and intrinsic motivation were tested: additive, synergistic, and balance. Two cross-sectional studies involving 1,254 employees from a broad range of Norwegian service organizations partly supported the first two hypotheses. Although the relationship between satisfaction of the needs for autonomy and relatedness with intrinsic motivation were significant, the one with satisfaction of the need for competence was not. Instead, competence was only related to intrinsic motivation when autonomy was high. Implications for practice and future research are discussed.
College students were either rewarded ($1.50) or not for solving a series of 10 water-jar problems. The first 9 of these were designed to establish a set for a relatively complicated, three-jar solution (B − A − 2C). The 10th problem was a set breaker which required that subjects discover a simple (A-C) solution. The mental activities needed to produce a solution to the two types of problems (Problems 1 to 9 and Problem 10) were, therefore, different and one interest was in seeing whether reward would be detrimental for performance on both types of problems. It was not. Poorer reward group performance was obtained only on Problem 10. This result was not due to between-group differences in mathematical ability, and explanations in terms of differences in time taken to check answers or concern over quality of performance were considered and discounted. Measures of intrinsic interest (subject evaluations of the task and a measure of willingness to volunteer for future research) failed to support the belief that interest differences account for performance differences.