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1 – 10 of over 8000Xiaolin Sun, Jiawen Zhu, Huigang Liang, Yajiong Xue and Bo Yao
As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This…
Abstract
Purpose
As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This research develops a mediated moderation model to explain how employees' intrinsic and extrinsic motivations for ATW affect their turnover intention through work–life conflict.
Design/methodology/approach
A survey was conducted to collect data of 484 employees from Chinese companies. Partial Least Square was used to perform data analysis.
Findings
The results show that intrinsic motivation for ATW has an indirect negative impact on turnover intention via work–life conflict, whereas extrinsic motivation for ATW has both a positive direct impact and a positive indirect impact (via work–life conflict) on turnover intention. This study also helps find that time spent on ATW can strengthen the positive impact of extrinsic motivation for ATW on turnover intention but has no moderation effect on the impact of intrinsic motivation for ATW. Furthermore, this study reveals that the interaction effect of time spent on ATW and extrinsic motivation on turnover intention is mediated by employees' perceived work–life conflict.
Originality/value
By discovering the distinct impact of employees' intrinsic and extrinsic motivations for ATW on turnover intention, this research provides a contingent view regarding the impact of ATW and offers guidance to managers regarding how to mitigate ATW-induced turnover intention through fostering different motivations.
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Cam Tu Nguyen, Kum Fai Yuen, Thai Young Kim and Xueqin Wang
Crowd logistics is a rising phenomenon in last-mile delivery that integrates technological applications and sources a large number of participants to do logistical activities…
Abstract
Purpose
Crowd logistics is a rising phenomenon in last-mile delivery that integrates technological applications and sources a large number of participants to do logistical activities, achieving sustainable shipping in urban environments. However, up until now, there has been limited literature in this field. This research aims to investigate the extrinsic and intrinsic factors that impact the participative behaviour of driver-partners in crowd logistics.
Design/methodology/approach
An integrated model is developed based on motivation theory, incorporating attitude as a contributor to both extrinsic and intrinsic motivations. A questionnaire was constructed and distributed to collect data from 303 respondents who are existing or potential driver-partners in Vietnam.
Findings
Our findings confirm (1) the influence of monetary rewards on extrinsic motivation and (2) the power of self-efficacy, trust and sense of belonging on intrinsic motivation. Further, we find that attitude positively impacts extrinsic motivation, whereas there is no effect between attitude and intrinsic motivation. Both extrinsic and intrinsic motivations are demonstrated to significantly influence driver-partners' participative intentions. Additionally, a positive association is found between extrinsic and intrinsic motivations.
Originality/value
Findings from this study theoretically enrich the literature on crowd logistics, especially on the supply side, and empirically contribute to implications that are valuable to crowd logistics firms on driver-partner recruitment and business strategy development.
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Carolyn Stringer, Jeni Didham and Paul Theivananthampillai
This paper aims to explore the complex relationships between intrinsic and extrinsic motivation, pay satisfaction and job satisfaction at the retailer that uses a…
Abstract
Purpose
This paper aims to explore the complex relationships between intrinsic and extrinsic motivation, pay satisfaction and job satisfaction at the retailer that uses a pay‐for‐performance plan for front‐line employees.
Design/methodology/approach
This paper draws on a single organization case study across seven stores, and uses a survey, archival documents, open‐ended questions and researcher interaction with employees and managers.
Findings
The results provide some support for the complementary nature of intrinsic and extrinsic motivation. Intrinsic motivation was positively associated with pay and job satisfactions, whereas extrinsic motivation was negatively associated with job satisfaction, and not associated with pay satisfaction. The qualitative insights indicate that pay fairness is important, and those who perceived pay was not fair generally made comparisons with others or felt that pay did not reflect their effort. It is also found that the majority of employees perceived that goals were clear.
Research limitations/implications
The dominance of extrinsic motivation without including behavioural, social, and psychological factors in agency theory research is questioned. The research finds no support for “crowding out”, but rather finds some evidence of “crowding in” where intrinsic motivation is enhanced, to the detriment of extrinsic motivation.
Practical implications
The findings highlight that managers should enhance both intrinsic and extrinsic motivation, and pay employees well to increase job satisfaction.
Originality/value
Few studies examine incentives for front‐line employees, and there is evidence that minimum wage employees can have high intrinsic motivation. Perceptions of pay fairness can vary across motivation levels, age, and gender.
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Based on motivation theories, such as self-determination theory, the purpose of this paper is to examine whether intrinsic and extrinsic motivations significantly influence…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Sunan Babar Khan, David G. Proverbs and Hong Xiao
Health and safety in small construction firms is often neglected by owners leading to poor health and safety performance and unacceptably high fatality and injury rates. A body of…
Abstract
Purpose
Health and safety in small construction firms is often neglected by owners leading to poor health and safety performance and unacceptably high fatality and injury rates. A body of knowledge has established significant links between the motivational behaviours of operatives towards health and safety. Motivation is also considered as a key tool for improving operative productivity as when operatives experience safe worksites, they can carry out their work in a more productive manner. The purpose of this research is to develop a framework to examine the motivational factors that affect operative health and safety in small construction firms.
Design/methodology/approach
A critical review and synthesis of the body of knowledge incorporating motivational theory, health and safety literature and the factors which characterise small firms, is used to develop the framework.
Findings
Key components of the framework include the presence of intrinsic and extrinsic components, appropriate health and safety policies and procedures, the type of work environment, the operatives (i.e. attitude, experience and training) as well as the presence of appropriate management and supervision. The study revealed that operatives in small firms are less likely to be extrinsically motivated due to the absence of training, management commitment, policies and the wider working environment
Research limitations/implications
Failure of motivational support can result in increased danger and risk in exposing operatives to injury in the small firm environment. In this context, the damage caused to operative's health and safety in small construction firms is dependent mainly on the extrinsic factors.
Practical implications
The framework provides a basis for improving our understanding of how to motivate operatives to act safely and will help to improve the health and safety performance of small firms. It is therefore vital to emphasise enhancement efforts on these extrinsic strategies in the small firms' environment especially in the initial stages of the project (or activity), so that the health and safety of operatives in small firms can be improved.
Originality/value
This study proposes a contribution in developing an understanding of the motivational factors and their influence on the health and safety of operatives in small construction firms. The study revealed that operatives in small firms are less likely to be extrinsically motivated and have only intrinsically motivated elements in their workplace. The study proposes an indirect link between the extrinsic and intrinsic factors that affect motivation.
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Integrating the behavioral theory of leadership, the componential theory of creativity and the self-determination theory (SDT), the study tests the relationships between…
Abstract
Purpose
Integrating the behavioral theory of leadership, the componential theory of creativity and the self-determination theory (SDT), the study tests the relationships between leadership, work motivation (intrinsic motivation, integrated extrinsic motivation, extrinsic motivation) and employee-level innovation (innovative work behavior and innovation outcomes) in a work setting.
Design/methodology/approach
Data were collected using a survey questionnaire from 493 scientists working in India's largest civilian research and development (R&D) organization. The structural equation modeling (SEM) method was used to test the hypothesized relationships between the study variables.
Findings
The study found evidence for positive relationships between leadership, employee autonomous motivation (intrinsic and integrated extrinsic motivation) and employee-level innovation. The study shows that extrinsic motivation is positively related to innovation only when the value of rewards is integrated to one's sense of self (integrated extrinsic motivation). Extrinsic motivation, otherwise, is not related to innovation.
Research limitations
The study was cross-sectional, so inferences about causality are limited.
Practical implications
First, while extrinsic motivation is considered bad for innovation, the study provides evidence that integrated extrinsic motivation complements intrinsic motivation and encourages employee-level innovation. Second, the study shows that leaders can aid the process of development of autonomous motivation by displaying positive behaviors. Third, the study validates the mediating role of autonomous motivation for the leadership–innovation relationship.
Originality/value
The study provides an insight into the underlying process through which leaders can impact innovation at the workplace. To the best of the author's knowledge, such a study is the first of its kind undertaken in an organizational context.
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James Joseph Taylor, Mark Bing, Dennis Reynolds, Kristl Davison and Tanya Ruetzler
Wine sales are at the highest volumes ever and warrant a robust understanding of consumption behavior. Consequently, this study aims to examine intrinsic motivational factors…
Abstract
Purpose
Wine sales are at the highest volumes ever and warrant a robust understanding of consumption behavior. Consequently, this study aims to examine intrinsic motivational factors (e.g. personal attributes) – those that push the consumer toward wine products – and the extrinsic motivational product attributes (e.g. situational attributes) those that draw – or pull – the consumer toward wine products.
Design/methodology/approach
A model has been tested in which intrinsic and extrinsic motivations interacted to predict personal involvement (PI) with wine, which in turn predicted wine consumption, forming a mediated moderation model.
Findings
Support has been found for a mediated moderation model of wine consumption. Thus, this study improves the understanding of how interactive motivations are mediated by PI in their influence on wine consumption.
Research limitations/implications
The sample is limited to participants in the National Restaurant Show, and thus the results may be limited to the sample investigated.
Practical implications
The findings suggest using intrinsic and extrinsic motivational factors and PI with wine to influence marketing strategies.
Social implications
This study has helped to expand the understanding of interactive and mediating forces that drive wine consumption.
Originality/value
Although previous research proposed that motivational factors interact to predict wine consumption, this interaction has not been tested empirically prior to the current study. Therefore, this study adds new insights into wine consumption by demonstrating that intrinsic and extrinsic motivators interact to predict PI with wine, which subsequently predicts wine consumption in a holistic, mediated moderation model.
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Maria Cristina Zaccone and Matteo Pedrini
The purpose of this paper is to investigate the relationship between individual motivation – both intrinsic and extrinsic – and learning effectiveness; moreover, this paper also…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between individual motivation – both intrinsic and extrinsic – and learning effectiveness; moreover, this paper also investigates whether this relationship is moderated by gender.
Design/methodology/approach
A quasi-experimental study was conducted. The research measured intrinsic motivation, extrinsic motivation and learning effectiveness among 1,491 students attending a course-work in informatics and computer basics in three different contexts: Burundi, Morocco and India.
Findings
Findings suggest that intrinsic motivation has a positive effect on learning effectiveness, while extrinsic motivation has a negative effect on learning effectiveness. It also shows that gender has a moderating role.
Originality/value
This research offers interesting contributions to the extant literature: first, it is the first to consider the moderating role of gender in the relationship between students’ motivation and learning effectiveness; second, it proposes the analysis of a rather broad data set with 1,491 students, thus providing strong empirical research based on a consistent data set.
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Aveshan Venketsamy and Charlene Lew
The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic…
Abstract
Purpose
The purpose of this paper is to investigate whether organizational support for innovation and informational extrinsic rewards moderate the relationship between intrinsic motivation and innovative work behavior.
Design/methodology/approach
Multiple and hierarchical regression analyses based on data from 150 knowledge workers tested the hypotheses for a South African sample.
Findings
The results confirmed a positive relationship between intrinsic motivation and innovative work behavior, and found positive relationships between both organizational support for innovation and informational extrinsic rewards and innovative work behavior. While organizational support positively moderated the relationship between intrinsic motivation and innovative work behavior, acting in synergy with intrinsic motivation, informational extrinsic rewards had a negative moderating effect.
Practical implications
When organizations want to encourage knowledge workers to generate, promote and realize innovative ideas, they should create an environment that encourages autonomy, competence and relatedness, with support for creativity and differences of ideas.
Originality/value
The study provides new indications of the interactions of synergistic extrinsic rewards and intrinsic motivation to affect innovative work behavior.
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I.J. Hetty van Emmerik, Bert Schreurs, Nele de Cuyper, I.M. Jawahar and Maria C.W. Peeters
Drawing from the job characteristics model and the job demands‐resources model, this study aims to examine the associations of resources (i.e. feedback, autonomy, and variety…
Abstract
Purpose
Drawing from the job characteristics model and the job demands‐resources model, this study aims to examine the associations of resources (i.e. feedback, autonomy, and variety) with intrinsic and extrinsic motivation, and employability.
Design/methodology/approach
Hypotheses were tested using structural equation modeling on data from 611 employees of a Dutch municipality.
Findings
Consistent with the hypotheses, the authors' results indicated that resources are related to both intrinsic and extrinsic motivation and that the association between resources and employability was mediated by extrinsic motivation but not by intrinsic motivation.
Research limitations/implications
The authors use a one‐dimensional measure of perceived employability and do not make a distinction between internal and external employability and other dimensions of employability. The authors feel that distinguishing between internal employability and external employability will contribute to understanding if internal and external opportunities relate differently to perceptions of employability with the same organization and with a different organization.
Originality/value
Job resources are important for improvement of both intrinsic and extrinsic motivation, but the route from job resources to employability is via extrinsic job opportunities and not via intrinsic job opportunities. That is, the perception of performance outcome goals by employees is important for the association between job resources and employability. The paper shows that, without denying the value of intrinsic motivation, it is important for management to emphasize the instrumental value of resources embedded in the job itself that have implications for employability and career advancement.
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