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This study aims to investigate the relationship between extrinsic rewards and employee creativity through the intervening mechanism of perceived organisational support (POS) and work engagement. The moderating role of intrinsic motivation on the relationship between work engagement and employee creativity is also examined.

The authors report the results of a survey completed by 372 respondents employed in the United Arab Emirates. Structural equation modelling was applied to test the hypothesised relationships.

The main findings are that extrinsic rewards influence employee creativity through POS and work engagement. Moreover, the effect of work engagement on employee creativity is moderated by intrinsic motivation. This model effect is stronger for employees with high intrinsic motivation.

Convenience sampling was used, which limits its generalisability. Also, the data were collected through a cross-sectional survey at one point in time.

Managers should consider provision of extrinsic rewards and support to increase employee motivation and engagement in creative work.

This study contributes to the limited amount of available literature on creativity and rewards adding to our knowledge about the influence of extrinsic rewards on creativity considered in the presence of intrinsic motivation. Theoretical and practical recommendations are discussed.

The spread of technology usage and the increasing popularity of network technology have formed a basis for alternative working systems as virtual teams and teleworking in the working environment. However, social relations have weakened in these working systems and loneliness has become a common emotion in the workplace. Hence, the concept of loneliness has attracted significant interest in recent years. Yet, despite this interest, research examining loneliness in the workplace is limited in the literature. This study aims to investigate the role of workplace loneliness on intrinsic motivation and the effect of intrinsic motivation on employee well-being through the moderating role of organizational nostalgia.

Data were collected from 380 respondents working in different sectors. The hypotheses were tested by using structural equation modeling and PROCESS macro for SPSS.

Results empirically showed that workplace loneliness negatively relates to intrinsic motivation, intrinsic motivation positively relates to employee well-being, intrinsic motivation mediates the link between workplace loneliness and employee well-being and organizational nostalgia moderates the link between workplace loneliness and intrinsic motivation. Furthermore, organizational nostalgia also moderates the indirect effect of workplace loneliness on employee well-being through intrinsic motivation.

To the best of the authors’ knowledge, this study contributes to the existing literature on workplace loneliness by investigating underlying mechanisms and boundary conditions for loneliness in the workplace.

The authors intended to find out what motivates employees at the workplace. For this purpose, the authors examined family motivation and intrinsic motivation influences over work attitudes such as organizational citizenship behavior (individual) and affective commitment.

In the current research, the authors adopted time-lagged approach to collect a total of 352 responses from managers in the hospitality sector. This approach was adopted to avoid common method issues related to survey research.

The findings suggest positive association of family motivation with intrinsic motivation, affective commitment and organizational citizenship behavior (individual). The authors also found intrinsic motivation positively related to affective commitment and organizational citizenship behavior (individual). The findings also found statistical support pertaining to the mediating role of intrinsic motivation on family motivation's positive relationship with affective commitment and organizational citizenship behavior (individual).

Considering important role of family motivation, the authors ask managers to think through ways that could help employees feel better about their family's wellbeing. The authors also suggest organizations upsurge intrinsic motivation of their employees by engaging them in decision-making process, allow employees to craft their jobs because through these a higher level of organizational citizenship behavior for individuals and affective commitment could be generated.

The authors extend the core assumption of self-determination theory that work motivation (intrinsic in specific) is autonomously determined, deeply rooted within individuals, and gratifying. It works on the pleasure principle and mirrors a hedonic standpoint. In such a situation, employees work merely based on their interest and joy; they focus and enjoy the process.

The present study is to develop an additional perspective on when and why psychological detachment and job crafting behaviors in predicting employee engagement through spirituality and intrinsic motivation. It was hypothesized that spiritual employees are better able to detach themselves from work and craft their job according to their preference and abilities, which would inculcate experience and make them intrinsically motivated and thereby leading to employee engagement.

The sample comprised 408 employees, who are employed in different organizations across India. To test the hypotheses, the author conducted structural equation modeling on SPSS AMOS 22.

The results highlight the partial mediating role of spirituality in the association of psychological detachment with intrinsic motivation as well as between job crafting and intrinsic motivation. The results highlight the fully mediating role of intrinsic motivation in the association of psychological detachment with employee engagement as well as between job crafting and employee engagement.

This study has depicted that spiritual employee who are psychologically detached and have proactive job crafting behavior can achieve higher intrinsic motivation and more engaged.

On the basis of the broaden and build theory, self-determination theory (SDT) and the recovery process (i.e. the effort-recovery model), this paper demonstrates that spirituality plays the role of predictor that drives psychological detachment and encourages job crafting, which has the ability to intrinsically motivate the employee and are able to more engaged in work.

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.

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.

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.

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.

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.

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.

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior.

Data were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam.

The findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behavior

The study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees’ service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader.

The findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees’ intrinsic motivation.

There are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees’ positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids.

Based on motivation theories, such as self-determination theory, the purpose of this paper is to examine whether intrinsic and extrinsic motivations significantly influence burnout and turnover intention in the public sector. Furthermore, the authors assessed the mediating effect of organizational citizenship behavior (OCB) and public service motivation (PSM) on the relationship between intrinsic/extrinsic motivation and burnout/turnover intention.

Based on a survey of 203 public employees from local governments in South Korea, this study conducted ordinary least squares regression analysis to investigate the relationships among intrinsic/extrinsic motivation, OCB, PSM, and burnout/turnover intention.

The authors found that intrinsic motivation had a significantly negative effect on both burnout and turnover intention. Extrinsic motivation had a significantly positive effect only on burnout. Lastly, OCB and PSM had a mediating effect on the relationships between intrinsic motivation and burnout.

These results provide some insights into the effects of job motivation on burnout and turnover intention in the public sector. Particularly, this research highlights the importance of intrinsic motivation, OCB, and PSM in decreasing burnout and the importance of intrinsic motivation in decreasing turnover intention of public employees.

Eliciting superior job performance from the employees is a major challenge confronting the organizational leaders in today's hyper-competitive business environment. Though few studies established the influence of intrinsic motivation on job performance, the role of mediators like employee creativity in this relationship is not adequately researched. The purpose of the paper is to explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.

The cross-sectional research design was adopted, and data were collected from 346 full-time employees working in the retail industry in India through an online survey. Analysis of a Moment Structures (AMOS) software was used to test the validity of the hypothesized model, and PROCESS macro was used to test the mediation of employee creativity.

The findings showed that intrinsic motivation impacted both job performance and employee creativity. Furthermore, employee creativity impacted the employees' job performance. The key finding of the study is the partial mediation of employee creativity in the intrinsic motivation–job performance relationship.

Grounded on self-determination theory (SDT) and componential theory of creativity, the paper enriches the literature by evincing the mediation mechanism in the effect of intrinsic motivation on job performance. Moreover, the current paper is one of the primary studies that explore the mediating role of employee creativity in the relationship between intrinsic motivation and job performance.

The purpose of this paper is to develop an additional perspective on when and why intrinsic motivation predicts employee engagement by presenting a contextual boundary of psychological detachment in relation to the relationship between intrinsic motivation, employee creativity and employee engagement of workers.

Data were collected from 288 full-time Japanese workers using an online survey. The study used a bootstrap method (Preacher and Hayes, 2008) to test mediation, and a Hayes method (2013) to test moderation and a first-stage moderated mediation model.

Employee creativity mediated the relationship between intrinsic motivation and employee engagement, and the relationship between intrinsic motivation and creativity was moderated by psychological detachment. Additionally, the indirect effect of intrinsic motivation on employee engagement via creativity was moderated by psychological detachment.

The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, and the study included an unrelated “marker variable” (neuroticism) as an effective means of identifying common method variance (CMV), thus mitigating the limitation of the design.

This study has shown that intrinsically motivated employees who practice psychological detachment from work achieve higher creativity and stronger employee engagement.

Based on the unconscious thought theory (UTT), job demand resource theory (JD-R), recovery processes (i.e. effort-recovery model) and self-determination theory (SDT), this paper adds to the literature by demonstrating the mediating and moderating mechanisms driving intrinsic motivation and employee engagement relationship.

The purpose of this paper is to examine the role of prosocial and intrinsic motivation and their interaction in predicting employees’ organizational citizenship behaviour (OCB) and its dimensions.

In total, 884 employees from Lithuanian public sector were surveyed. The hypotheses were tested using hierarchical regression and moderation analyses.

The results revealed that prosocial and intrinsic motivations predicted OCB and its dimensions. Moreover, intrinsic motivation was found to moderate the relationship between prosocial motivation and OCB and four of its dimensions, i.e. intrinsic motivation strengthened the relationship between prosocial motivation and OCB and its dimensions of altruism, courtesy, conscientiousness, and initiative.

The correlational design of the study does not allow making causal statements. In addition, the sample consisted of public sector employees only; therefore, caution should be made when applying the results to private sector employees. Finally, since all measures were self-reported, the data may suffer from common method bias.

This study contributes to investigation of motivational antecedents of OCB by revealing the importance of prosocial and intrinsic motivation in predicting employees’ citizenship behaviour.