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Journal articles on the topic 'Intrinsic motivation at work'
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1
Putra, Eka Diraksa, Seonghee Cho, and Juan Liu. "Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory." Tourism and Hospitality Research 17, no. 2 (August 1, 2016): 228–41. http://dx.doi.org/10.1177/1467358415613393.
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The aim of this study was to examine extrinsic and intrinsic motivations as the antecedents of work engagement and to empirically test the motivation crowding theory using hospitality employees. The findings showed that intrinsic motivation played an important role in improving employees’ work engagement. The study also found that there was no indication that employees’ intrinsic motivation diminished when extrinsic motivation entered. It is also suggested that employers need to understand that creating a comfortable workplace environment and making jobs more interesting and meaningful will increase employees’ intrinsic motivation, which will help employees to engage more at work. Motivational antecedents of work engagement have been rarely studied and no studies have been conducted to research impacts of extrinsic and intrinsic motivators on employees’ work engagement in the hospitality industry, particularly in small restaurant businesses. In addition, empirical studies on motivation crowding theory are needed due to the inconclusive results.
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Hans Setiadi Wijaya, Nikodemus. "Linking job dissatisfaction, learning motivation, creative work involvement, and proactive personality." Problems and Perspectives in Management 17, no. 1 (February 6, 2019): 32–41. http://dx.doi.org/10.21511/ppm.17(1).2019.04.
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This study examines the links among job dissatisfaction, intrinsic and extrinsic learning motivation, and creative work involvement (CWI). It also investigates the moderating effect of proactive personality. The research data were obtained from two surveys conducted four months apart involving 271 employees. Negative impacts of job dissatisfaction on (1) intrinsic learning motivation and (2) CWI were discovered. Positive impacts of both intrinsic and extrinsic learning motivation on CWI were found. Intrinsic learning motivation mediated the relationship between job dissatisfaction and CWI. In addition, proactive personality played moderating roles in the relationships between job dissatisfaction and (1) intrinsic learning motivation, extrinsic learning motivation and (2) CWI.
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Park, JiHyeon, and JaeYoon Chang. "Exploration of work motivation structure and profiles based on self-determination theory among Korean employees." Korean Journal of Industrial and Organizational Psychology 29, no. 1 (February 28, 2016): 27–60. http://dx.doi.org/10.24230/kjiop.v29i1.27-60.
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The Self-determination theory (SDT) posits the existence of distinct taxonomy of motivation (i.e., amotivation, external, introjected, identified, integrated, and intrinsic motivation). The purpose of this study was to explore whether SDT’s work motivation structure can be applied to the understanding that of Korean employees, and to identify the motivational profiles for Korean employees together with their relationships with a variety of organizational outcomes. Data was collected from two separate samples of Korean employees(Study 1: 509 employees; Study 2: 153 employees). The results showed that unlike SDT taxonomy, autonomous motivations were not classified into three distinctive categories(identified, integrated, and intrinsic motivation). The results also revealed that there were three distinct motivational profiles(i.e., autonomous motivated, controlled motivated, and amotivated), and the largest proportion of Korean employees was covered by controlled motivated cluster. The autonomous motivated cluster had the most favorable levels of adaptive organizational outcomes(i.e., organizational commitment, job satisfaction), whereas the amotivated cluster was strongly related to non-adoptive organizational outcomes(i.e., turnover, emotional exhaustion). Based on these results, discussion was made regarding the distinct features of work motivation structure and motivational profiles in Korean work setting, and also future research directions were suggested.
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Johnson, Branden B., and Nathan F. Dieckmann. "Americans’ views of scientists’ motivations for scientific work." Public Understanding of Science 29, no. 1 (October 17, 2019): 2–20. http://dx.doi.org/10.1177/0963662519880319.
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Scholars have not examined public views of scientific motivations directly, despite scientific authority implications. A US representative sample rated 11 motivations both descriptively (they do motivate scientists’ work) and normatively (they should motivate scientists) for scientists employed by federal government agency, large business corporation, advocacy group (nonprofit seeking to influence policy), or university. Descriptive and normative ratings fell into extrinsic (money, fame, power, being liked, helping employer) and intrinsic (do good science, enjoy challenge, helping society and others) motivation factors; being independent and gaining respect were outliers. People saw intrinsic motivations as more common, but wanted intrinsic motivations to dominate extrinsic ones even more. Despite a few differences for extrinsic-motivation ratings, the lay public tended to see scientific work as similarly motivated regardless of the employer. Variance in perceived science motivations was explained by scientific beliefs (positivism, credibility) and knowledge (of facts and scientific reasoning), complemented by political ideology and religiosity.
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Renard, Michelle, and Robin John Snelgar. "Can non-profit employees’ internal desires to work be quantified? Validating the Intrinsic Work Motivation Scale." South African Journal of Psychology 48, no. 1 (April 13, 2017): 48–60. http://dx.doi.org/10.1177/0081246317704125.
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Intrinsic work motivation concerns the execution of work tasks as a result of such activities being deemed inherently interesting, enjoyable, and meaningful by the employee performing them. Such motivation is of particular importance to employees of non-profit organisations, whose motives often stem from altruistic values as opposed to monetary gain. Limited quantitative measuring instruments exist that have been validated and found to be reliable to measure intrinsic work motivation. This exploratory study aimed to develop and validate such a measuring instrument (the Intrinsic Work Motivation Scale) using 486 non-profit responders from Australia, South Africa, and the United States. It made use of reliability testing, exploratory and confirmatory factor analyses, and Pearson’s product moment correlations to achieve this aim. The results indicate that the Intrinsic Work Motivation Scale is reliable and possesses construct, convergent, and discriminant validity. Factor analysis indicated that the Intrinsic Work Motivation Scale comprises three factors, namely, personal connection to one’s work, personal desire to make a difference, and personal desire to perform. Intrinsic motivation was found to correlate positively with work engagement and salary satisfaction and negatively with intention to quit. It is recommended that this instrument be utilised in further studies outside of the non-profit sector, to determine the relevance of intrinsic work motivation within differing employment contexts.
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HEINEMANN, FRIEDRICH, TANJA HENNIGHAUSEN, and MARC-DANIEL MOESSINGER. "Intrinsic work motivation and pension reform preferences." Journal of Pension Economics and Finance 12, no. 2 (October 11, 2012): 190–217. http://dx.doi.org/10.1017/s1474747212000327.
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AbstractAlthough demographic change leaves pay-as-you-go pension systems unsustainable, reforms, such as a higher pension age, are highly unpopular. This contribution looks into the role of intrinsic motivation as a driver for pension reform preferences. Theoretical reasoning suggests that this driver should be relevant as it decreases the subjective costs of a higher pension age. We test this key hypothesis on the basis of the German General Social Survey (ALLBUS). The results are unambiguous: in addition to factors such as age or education, the inclusion of intrinsic work motivation helps improving our prediction of an individual's reform orientation.
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Jensen, Ulrich Thy, and Louise Ladegaard Bro. "How Transformational Leadership Supports Intrinsic Motivation and Public Service Motivation: The Mediating Role of Basic Need Satisfaction." American Review of Public Administration 48, no. 6 (March 27, 2017): 535–49. http://dx.doi.org/10.1177/0275074017699470.
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Motivating public service employees to greater effort is a key issue for managers and scholars. Transformational leadership concerns behaviors to develop, share, and sustain a vision for the organization and has been suggested as an important lever in this respect. However, we know little about the processes by which transformational leadership may stimulate work motivation. Integrating transformational leadership, public service motivation (PSM), and self-determination theory, this article sheds light on the psychological mechanisms underlying the motivational effects of transformational leadership. According to structural equation modeling, the relationships between transformational leadership and two types of autonomous work motivation—intrinsic motivation and PSM—are mediated by the satisfaction of the basic psychological needs for autonomy, competence, and relatedness. Our findings support the claim that the motivational effects of transformational leadership are mediated by need satisfaction, but also that satisfaction of individual needs is not equally important for intrinsic motivation and PSM, respectively.
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Margaretha, Meily. "Motivation and Job Burnout: The Mediating Role of Organizational Citizenship Behavior." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 5, no. 4 (2019): 27–33. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.54.1004.
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The occurrence of a change in work motivation and loss of enthusiasm was experienced by workers associated with excessive stress or disappointment experienced in work situations. Workers with more intrinsic and extrinsic motivations are likely to experience less burnout. This study aimed to examine and analyze whether intrinsic and extrinsic motivations significantly influence job burnout. Additionally, this research investigated the individual factors associated with the effects of intrinsic/extrinsic motivation on burnout; specifically, it explored the mediating role of organizational citizenship behavior (OCB) in the relationship of employees’ job motivation with burnout. Data were collected from 97 employees from several private clinics in Jakarta, Indonesia, through questionnaires. The result of the study found that motivation (intrinsic and extrinsic) has a significant effect on job burnout. Lastly, OCB had a mediating effect on the relationship between intrinsic motivation and job burnout. The results of the study provide valuable insights into the effects of motivation on job burnout. Managerial implications exist, as managers could balance the fulfillment of employee needs that would trigger the emergence of intrinsic and extrinsic motivation; hence, it is expected to prevent the occurrence of the desire of job burnout on employees.
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Çetin, Fatih, and Duysal Aşkun. "The effect of occupational self-efficacy on work performance through intrinsic work motivation." Management Research Review 41, no. 2 (February 19, 2018): 186–201. http://dx.doi.org/10.1108/mrr-03-2017-0062.
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Purpose Today, organizations work hard to improve the motivation of their employees and related knowledge, skills and abilities to enhance work performance. Among many other variables, self-efficacy proved to have an influential role in work performance. The main purpose of the current study is to investigate the role of occupational self-efficacy on work performance through intrinsic motivation by using a longitudinal analysis. Design/methodology/approach Participants were 76 employees from diverse organizations operating in an organized industrial region in Turkey. Participants filled in a weekly questionnaire during ten consecutive weeks. Findings Results of multilevel analyses confirmed our hypotheses by showing that occupational self-efficacy and intrinsic motivation have a significant influential role over work performance, and intrinsic motivation serve as a partial mediator in this relationship. Originality/value The study findings also reveal important information for organizational and managerial practices to improve employee motivation and performance.
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Zhu, Yu-Qian, Donald G. Gardner, and Houn-Gee Chen. "Relationships Between Work Team Climate, Individual Motivation, and Creativity." Journal of Management 44, no. 5 (April 20, 2016): 2094–115. http://dx.doi.org/10.1177/0149206316638161.
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Creativity of employees is a major focus of research in the organization sciences. In this study we examine the relationships between both micro (intrinsic and extrinsic motivation) and molar (team climate) variables with manager-rated creativity of R&D employees. Specifically, we hypothesize that (a) extrinsic motivation has a direct relationship with creativity, (b) intrinsic motivation is more strongly related to creativity when extrinsic motivation is low compared to when it is high, (c) team collaborative and competitive climates have direct effects on creativity as well as indirect effects through individual motivation, and (d) intrinsic motivation mediates relationships of the climate variables with creativity, which in turn is moderated by extrinsic motivation. Data were collected from R&D engineers and their managers at a large high-tech company headquartered in Taiwan. Results indicate that a collaborative team climate has a direct positive relationship with creativity as well as one that operates through intrinsic motivation, which in turn was moderated by employee’s extrinsic motivation level. A competitive team climate positively related to extrinsic motivation, but extrinsic motivation did not directly relate to creativity. However, extrinsic motivation did have strong relationships with creativity when intrinsic motivation was low. Results suggest that perhaps the different types of motivation relate to different types of creativity (incremental versus radical). Managerial and theoretical implications of results are discussed as are the study’s limitations.
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Lee, Jeong Won, and Youjeong Song. "Promoting employee job crafting at work: the roles of motivation and team context." Personnel Review 49, no. 3 (November 20, 2019): 689–708. http://dx.doi.org/10.1108/pr-07-2018-0261.
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Purpose Despite receiving much attention in recent job design literature, job crafting research has neglected motivational and multilevel perspectives, limiting the understanding of how to foster employee job crafting. Drawing on job crafting and self-determination theory, the purpose of this paper is to explore individual- and team-level predictors and the mechanisms involved in employees’ job change behaviors. The authors propose that employees’ intrinsic motivation and two team-level properties – team knowledge sharing and trust – have important roles to play. Design/methodology/approach The multilevel data were collected from 311 employees from 62 work teams in Korean companies. Hierarchical linear modeling analysis was used. A supplementary data collected from 162 individuals working in the USA were used for analysis. Findings The results showed that intrinsic motivation and team knowledge sharing are positively related to job crafting. In addition, intrinsic motivation mediated the relationship between team knowledge and individual job crafting. Finally, team trust was shown to play a cross-level moderating role, strengthening the positive relationship between employees’ intrinsic motivation and job crafting. Originality/value Applying motivational and multilevel perspectives, this paper uncovers the roles of individual motivation and team context in fostering employee job crafting. This study helps to extend the theoretical domains of job crafting and provides practical insights into how to promote employees’ job crafting.
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Fitriah, Ania, Masduki Ahmad, and Matin Matin. "THE EFFECT OF GOAL SETTING AND INTRINSIC MOTIVATION ON TEACHER WORK PERFORMANCE." Akademika 10, no. 01 (May 30, 2021): 219–33. http://dx.doi.org/10.34005/akademika.v10i01.995.
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The purpose of this research was to study the impact of goal setting and intrinsic motivation on the work performance of teachers in the Sub-District of North Bekasi State Junior High School. This research was conducted using a survey method with path analysis techniques. The population in this study were the civil servant teachers of the State Junior High Schools in North Bekasi District totaling 221 teachers, while the sample in this study was 69 teachers who were randomly selected. The results of this study are as follows; (1) there is a positive direct effect of goal setting on teacher work performance; (2) there is a positive direct effect of intrinsic motivation on teacher work performance, and (3) there is a positive direct effect of goal setting on intrinsic motivation. Therefore, increased work performance can be increased through increased goal setting and strengthening intrinsic motivation in school teachers.
Abstrak: Tujuan penelitian ini adalah untuk mempelajari tentang pengaruh penetapan tujuan dan motivasi intrinsik terhadap prestasi kerja guru SMP Negeri di Kecamatan Bekasi Utara. Penelitian ini dilakukan dengan menggunakan metode survey dengan teknik analisis jalur. Populasi dalam penelitian ini adalah guru PNS SMP Negeri di Kecamatan Bekasi Utara yang berjumlah 221 guru, sedangkan sampel dalam penelitian ini sebesar 69 guru yang dipilih secara acak. Hasil penelitian ini adalah sebagai berikut; (1) terdapat pengaruh langsung positif penetapan tujuan terhadap prestasi kerja guru; (2) terdapat pengaruh langsung positif motivasi intrinsik terhadap prestasi kerja guru, dan (3) terdapat pengaruh langsung positif penetapan tujuan terhadap motivasi intrinsik. Oleh karena itu, peningkatan prestasi kerja dapat ditingkatkan melalui ketepatan dalam penerapan penetapan kerja dan penguatan motivasi intrinsik pada guru dan standar kerja di sekolah.
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Nientied, Peter, and Merita Toska. "Motivation of Knowledge Workers – the Case of Albania." Organizacija 52, no. 1 (February 1, 2019): 33–44. http://dx.doi.org/10.2478/orga-2019-0004.
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Abstract Background and Purpose: Very little is known about motivation of knowledge workers in the Western Balkans. There is a widespread belief that money and career opportunities are the most critical motivational factors, but from a pre-study more intrinsic motivational factors also appeared to be important. To develop a better understanding of work motivation, a study was conducted among knowledge workers in Albania, with a special interest in the themes of extrinsic / extrinsic motivation and organizational commitment. Methodology: After a pre-study and a review of theory, two motivation theories (self-determination theory and organizational commitment) and corresponding instruments (Work Extrinsic and Intrinsic Motivation Scale, respectively Organizational Commitment Questionnaire) were selected. A survey based on purposive homogeneous sampling was applied, resulting in 252 valid questionnaires. The internal consistency of the survey data was tested and resulted in acceptable to good levels. Results: The findings show that, when knowledge workers are asked about their motivation, they give answers showing that intrinsic motivational factors are more important than extrinsic motivational factors. The study shows that affective commitment - the core factor of organizational commitment - of the respondents is quite high. Correlation analysis of the data shows that across age, gender and number of years of employment, knowledge workers report intrinsic and introjected motivation and affective organizational commitment. Respondents’ work positions – professional or leadership – also do not significantly correlate with motivation and organizational commitment. Conclusion: Given the results on motivational factors and organizational commitment, organizations need to pay attention to the relationship between enhanced motivation and enhanced productivity. Current transactional leadership styles do stimulate employees on the basis of their intrinsic motivation to enhance their productivity, and should be considered too.
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El Hakiem, Ahmed Ainul Fuadie. "MODEL PENINGKATAN POLA KERJA KERAS MELALUI RELIGIOSITY, MOTIVASI INTRINSIK DAN MOTIVASI EKSTRINSIK (Pada PT. Bank Muamalat Indonesia Cabang Kudus)." Jurnal Ekonomi dan Bisnis 18, no. 2 (July 24, 2017): 136. http://dx.doi.org/10.30659/ekobis.18.2.136-148.
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The purpose of this study is to describe and analyze the effect of religioustic on the pattern of hardwork through the intrinsic motivativation and ekstrinsic motivation. And create a developmentmodel on the pattern of hard work. The population in this study are all Human Resources at MTsAl Khoiriyah 1 in Semarang, with the amount of 32 people by using kuestionaire. The samplingmethod used is the census method that all members of the population became the sample. Theanalytical method used is multiple linear regression. Based on the results of data analysis can beconcluded that religioustic has the possitive and significant influence on intrinsic motivativation,religioustic has the possitive and significant influence on ekstrinsic motivativation, possitive andsignificant effect on religioustic to the pattern of hard work, possitive and significant effect onintrinsic motivation to the pattern of hard work and possitive and the possitive and significanteffect on ekstrinsic motivation to the pattern of hard work. Also based on the direct effect,indirect effect, and total effect shows the pattern of hard work influenced by intrinsic motivationby 73.1%, the pattern of hard work influenced by ekstrinsic motivation by 46.9%, the patternof hard work influenced by religioustic through intrinsic motivation by 43.3% and the pattern ofhard work influenced by religioustic through ekstrinsic motivation by 32.8%Keywords : Religioustic, Intrinsic Motivation, Ekstrinsic Motivation , and Pattern of Hard Work.
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Swift, H. "AGEISM, JOB SATISFACTION AND INTRINSIC MOTIVATION TO WORK." Innovation in Aging 2, suppl_1 (November 1, 2018): 615. http://dx.doi.org/10.1093/geroni/igy023.2291.
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Zakaria, Yuni Arifin, and Jajuk Herawati. "STRATEGI PENINGKATAN PRODUKTIVITAS KERJA DENGAN KOMPETENSI DAN KOMPENSASI MELALUI MOTIVASI INTRINSIK SEBAGAI VARIABEL INTERVENIG PADA PEGAWAI BUMDes PANGGUNG LESTARI, PANGGUNGHARJO, SEWON, BANTUL." JBE (Jurnal Bingkai Ekonomi) 6, no. 1 (January 13, 2021): 25–36. http://dx.doi.org/10.54066/jbe.v6i1.92.
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Penelitian bertujuan untuk, mengetahui pengaruh kompetensi, kompensasi, terhadap produktivitas kerja dengan motivasi intrinsik sebagai variabel intervening pada BUMDes Panggung Lestari, Bantul, Yogyakarta, Dengan mengetahui besarannya pengaruh dari variabel yang diteliti, diharapkan dapat memberikan rekomendasi yang baik untuk memberikan strategi dalam peningkatan produktivitas kerja pegawai terhadap organisasi. Metode dalam penelitian ini menggunakan metode sensus. Penelitian ini merupakan penelitian kuantitatif, sampel dalam penelitian ini 51 pegawai. Teknik pengambilan data dilakukan dengan menggunakan kuesioner. Hasil dari penelitian ini yaitu, ada pengaruh positif dan signifikan kompetensi terhadap motivasi intrinsik, kompensasi berpengaruh positif dan signifikan terhadap motivasi intrinsik, kompetensi berpengaruh positif dan signifikan terhadap produktivitas kerja, kompensasi tidak berpengaruh signifikan terhadap produktivitas kerja, motivasi intrinsik berpengaruh positif dan signifikan terhadap produktivitas kerja. Hasil uji sobel tes menunjukkan kompetensi berpengaruh positif dan signifikan terhadap produktivitas kerja melalui motivasi intrinsik sebagai variabel intervening dan kompensasi berpengaruh positif dan signifikan terhadap produktivitas kerja melalui motivasi intrinsik sebagai variabel intervening.
The research aims to determine the effect of competence, compensation, on work productivity with intrinsic motivation as an intervening variable at BUMDes Panggung Lestari, Bantul, Yogyakarta. By knowing the magnitude of the influence of the variables studied, it is hoped that it can provide good recommendations to provide strategies for increasing work productivity. employees against the organization. The method in this research is using the census method. This research is a quantitative study, the sample in this study is 51 employees. The data collection technique is done by using a questionnaire. The results of this study, namely, there is a positive and significant effect of competence on intrinsic motivation, compensation has a positive and significant effect on intrinsic motivation, competence has a positive and significant effect on work productivity, compensation has no significant effect on work productivity, intrinsic motivation has a positive and significant effect on productivity. work. The result of the sobel test shows that competency has a positive and significant effect on work productivity through intrinsic motivation as an intervening variable and compensation has a positive and significant effect on work productivity through intrinsic motivation as an intervening variable.
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Goodboy, Alan K., Matthew M. Martin, and San Bolkan. "Workplace Bullying and Work Engagement: A Self-Determination Model." Journal of Interpersonal Violence 35, no. 21-22 (June 27, 2017): 4686–708. http://dx.doi.org/10.1177/0886260517717492.
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This study modeled motivational mechanisms that explain the negative effects of workplace bullying on work engagement. Guided by self-determination theory, workplace bullying was predicted to decrease worker engagement indirectly, due to the denial of employees’ basic psychological needs and their intrinsic motivation to work. From a sample of 243 full-time employees, serial multiple mediation models revealed that the indirect relationships between workplace bullying and work engagement (i.e., vigor, dedication, absorption) were serially mediated by basic psychological needs and intrinsic motivation to work. In support of self-determination theory, this study revealed that workplace bullying indirectly disengages employees from their work by denying them of their autonomy and relatedness needs and thwarting their motivation to perform work in a fulfilling way.
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Yuka, Maria Oryza, Martin Martin, and Suryadi Suryadi. "PENGARUH LINGKUNGAN KERJA DAN MOTIVASI INTRINSIK TERHADAP KREATIVITAS GURU SEKOLAH ALAM DI BEKASI." Visipena 11, no. 2 (December 31, 2020): 461–73. http://dx.doi.org/10.46244/visipena.v11i2.1303.
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Creativity is an important element for successful implementation of 2013 curriculum. Green school is one kind of school that is able to accommodate all our desires in education. This research aims to find out (1) the influenced of work environment toward creativity (2) the influenced of intrinsic motivation toward creativity (3) the influenced of work environment toward intrinsic motivation. Path analysis is the method that is used to do the research through survey. This research provided all of teacher’s population at green school in Bekasi. Samples were selected based on nonprobability sampling techniques (judgement sampling). This research was carried out in Bekasi. Based on research findings are outlined as follows (1) there is a direct and significant influenced of work environment toward creativity (2) there is direct and significant influenced of intrinsic motivation toward creativity (3) there is direct and significant influenced of work environment toward intrinsic motivation. Implication from this research is efforts in improving the creativity can be done through improve work environment and intrinsic motivation.
Abstrak
Kreativitas merupakan salah satu elemen penting dalam keberhasilan implementasi kurikulum 2013. Sekolah alam adalah salah satu jenis sekolah yang mampu mengakomodasi semua keinginan kita di dunia pendidikan.Di dalam penelitian ini bertujuan untuk menemukan (1) pengaruh lingkungan kerja terhadap kreativitas, (2) pengaruh motivasi intrinsik terhadap kreativitas, (3) pengaruh lingkungan kerja terhadap motivasi intrinsik. Penelitian ini menggunakan metode analisis jalur. Penelitian ini meneliti seluruh populasi guru sekolah alam di Bekasi. Teknik pengambilan sampel pada penelitian ini menggunakan teknik nonprobability (sampling jenuh). Penelitian ini dilakukan di Bekasi. Berdasarkan penelitian ditemukan bahwa (1) adanya pengaruh langsung dan signifikan lingkungan kerja terhadap kreativitas, (2) adanya pengaruh langsung dan signifikan motivasi intrinsik terhadap kreativitas, (3) adanya pengaruh langsung dan signifikan lingkungan kerja dan motivasi intrinsik. Berdasarkan penelitian ini ditemukan bahwa peningkatan kreativitas dapat dilakukan dengan peningkatan dari lingkungan kerja dan motivasi intrinsik.
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Huang, Xu, and Evert Van De Vliert. "Where intrinsic job satisfaction fails to work: national moderators of intrinsic motivation." Journal of Organizational Behavior 24, no. 2 (2003): 159–79. http://dx.doi.org/10.1002/job.186.
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Damanik, Rapika Kesatriani, Selna Aprilia Sidauruk, Septiana G.A.N, and M. Hilmi Irawan Tarigan. "Pengaruh Budaya Organisasi, Tim Kerja dan Motivasi Intrinsik terhadap Komitmen Normatif Guru Sekolah Dasar Negeri di Batang Kuis." JURNAL DIVERSITA 4, no. 2 (December 29, 2018): 127. http://dx.doi.org/10.31289/diversita.v4i2.1983.
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<h1>This study aimed to determine (1) the effect of organizational culture to intrinsic motivation, (2) the effect of work team to intrinsic motivation, (3) the effect of organizational culture to normative commitment, (4) the effect of work team to normative commitment (5) the effect of intrinsic motivation to normative commitment and (6) the undirect effect who organizational culture and work team to normative commitment weather intrinsic motivation. The result showed that: (1) There is a significant direct possitive of effect between organizational culture and work team, individually to intrinsic motivation with significance level of 0,399 and 0,414. (2) There is a significant direct possitive of effect between organizational culture, work team and intrinsic motivation, individually to normative commitment with significance level of 0,324, 0,181 and 0,169. (3) There is a indirect effect between organizational culture and work team, individually to normative commitment with the significance level of 0,210 and 0,229 weather intrinsic motivation. The study concluded: (1) Organizational culture and work team has a direct effect, individually to intrinsic motivation by 16% and 17%. (2) Organizational culture, work team and intrinsic motivation, individually has a direct effect to normative commitment by 10%, 3,3% and 2,8%. Thus suggested to improve the normative commitment should be increased organizational culture, work team and intrinsic motivation of teacher.</h1>
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Anjum, Nishath, Md Afsarul Islam, Mahmudul Islam Choudhury, and Jace Saha. "Do Intrinsic Rewards Matter on Motivation?" SEISENSE Journal of Management 4, no. 1 (January 19, 2021): 47–58. http://dx.doi.org/10.33215/sjom.v4i1.534.
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Purpose- This study investigates the impact of intrinsic rewards (Recognition, Training and Development, Work Environment, Participation in Decision Making, and Workplace Flexibility) on primary school teachers’ motivation at the workplace. Design/Methodology- A survey was conducted using a 5 Likert scale questionnaire among the teachers of different primary schools across Bangladesh. A total of 200 data was gathered through random sampling. SPSS 22.0 is used for analyzing the data. The study employed multiple regression and ANOVA, correlation, reliability test, and descriptive statistics to draw the findings. Findings- The study revealed that intrinsic rewards have a significant effect on teachers’ motivation. All the studied variables (Recognition, Training and Development, Work Environment, Participation in Decision Making, and Workplace Flexibility) have found a statistically significant relationship with Motivation. Moreover, recognition and work environment showed the most robust relationships with teachers’ motivation. Practical Implications- Organizations can use this study's results to comprehend the effect of intrinsic or non-financial rewards on employee motivation. Thus, the research findings could help similar institutions design an appropriate reward package with adequate intrinsic rewards to motivate their employees and ensure better performance at work.
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Linawati, Linawati. "PENGARUH MOTIVASI KERJA INTRINSIK DAN MOTIVASI KERJA EKSTRINSIK TERHADAP KINERJA KARYAWAN (STUDI PADA PT. ANGKASA PURA I BANDAR UDARA INTERNASIONAL AHMAD YANI SEMARANG)." KINERJA 18, no. 1 (February 21, 2017): 81. http://dx.doi.org/10.24002/kinerja.v18i1.519.
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Work motivation is one of the important factors that can influence dan improve of employees’ performance. This research is intended to analyze the influence of intrinsic work and extrinsic work motivation on the performance of the employees. The respondents consist of 60 employees of PT. Angkasa Pura I in Ahmad Yani International Airport, Semarang. The questionnaires are used to collect data from the respondents. Forty five (45) items of the questionnaires are used to measure the variable of intrinsic work motivation, extrinsic work motivation and performance of the respondents. The data were analized with multiple regression analysis. The result of the study indicates that: (i) intrinsic work motivation and extrinsic work motivation has positive significant influence on the employees’ performance (ii) intrinsic work motivation has no dominant influence on the employees’ performance.Keywords: intrinsic work motivation, extrinsic work motivation, employees’ performance
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García-Chas, Romina, Edelmira Neira-Fontela, and Concepción Varela-Neira. "High-performance work systems and job satisfaction: a multilevel model." Journal of Managerial Psychology 31, no. 2 (March 14, 2016): 451–66. http://dx.doi.org/10.1108/jmp-04-2013-0127.
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Purpose – The purpose of this investigation is to analyze the role of perceived organizational support (POS) and intrinsic motivation in the relationship between high-performance work systems (HPWS) and job satisfaction. Design/methodology/approach – The sample used in this study consists of 180 engineers from 25 companies. The model entails a cross-level moderated mediation process that was tested using multilevel structural equation modeling. Findings – This research shows that the effect of HPWS via POS on job satisfaction is stronger among engineers with low intrinsic motivation than engineers with high intrinsic motivation. Practical implications – Given the findings of this paper, organizations are advised to consider the importance of HPWS perceptions and intrinsic motivation to help strengthen engineer satisfaction. Originality/value – This is the first study to provide evidence for the mediating effect of POS in the relationship between employees’ shared perceptions of the HPWS implemented at their companies and their job satisfaction, and the moderating role of employee intrinsic motivation in the relationship between POS resulting from HPWS and job satisfaction.
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Fitton, Lori Sue, Kim Schafer Astroth, Anne E. Cox, Denise Wilson, Caroline Mallory, and Sheryl Jenkins. "Motivation and Exercise in Rural Postmenopausal Women." Online Journal of Rural Nursing and Health Care 20, no. 2 (December 10, 2020): 53–77. http://dx.doi.org/10.14574/ojrnhc.v20i2.623.
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Purpose: The purpose of this research is to explore the relationships among psychological needs, motivation regulations, autonomy support, and physical activity (PA) behavior in rural and urban postmenopausal women within the Self Determination Theory (SDT) framework.
Sample: The convenience sample included 114 rural postmenopausal women (RPMW) and 56 urban postmenopausal women (UPMW) recruited from three Midwestern states.
Method: Subjects completed surveys in paper form which included instruments to measure basic psychological needs, motivation regulations, autonomy support, and PA behavior.
Findings: Results indicate a mix of relationships among psychological needs and intrinsic motivation in rural and urban women. There was a significant correlation (r = .274, n = 169, p = 0.04) between intrinsic motivation and relatedness in RPMW, indicating these women find motivation in meaningful relationships.
Conclusions: The strength of this research exists in the introduction of a significant correlation between intrinsic motivation to exercise and relatedness in RPMW. Previous work with SDT has shown autonomy and competence as motivating factors regarding physical activity behavior in women. This research indicates that for RPMW relatedness is also an important determinant of intrinsic motivation. This data suggests that psychological needs and motivational regulations are dissimilar for RPMW and UPMW regarding exercise behavior.
DOI: http://doi.org/10.14574/ojrnhc.v20i2.623
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Sari, Putri Oktovita, and Prima Utama Wardoyo Putro. "MOTIVASI DOSEN: Bekerja hingga Ibadah (Studi pada Dosen Program Studi Manajemen Universitas Islam Indonesia)." Ekonika : Jurnal ekonomi universitas kadiri 4, no. 1 (April 30, 2019): 18. http://dx.doi.org/10.30737/ekonika.v4i1.250.
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The objective of this research is to descripe lecturer’s motivation in work which is assessed by teaching and learning process. Lecturer’s motivation consists of intrinsic and extrinsic encouragement. Intrinsic encouragement is more directed at nonfinancial aspects (worship, pleasure). While extrinsic motivation is more directed at financial aspects (position). This research use qualitative approach with the number of respondents as much four lecturers of Management Department of Universitas Islam Indonesia. Sample is selected by purposive sampling. The sample is determined based on criteria determined by researcher. The results of this research indicate that the lecturers have different motivations in carrying out their profession. The motivation of a lecturer is more towards non-financial aspects, a job that is liked, work as a worship, work as a career and work as a pleasure that grows out of compulsion. This research also found evidence that financial will not always provide encouragement for someone. Motivation is very important because it is closely to the performance of the lecturer. Lecturers who have high motivation will exert their thoughts and energy to carry out their duties and responsibilities professionally. In other word, the lecturers’s motivation is able to encourage their performance.Keywords: Motivation, Lecturer, Performance
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Hashiguchi, Nobuki, Shintaro Sengoku, Yasushi Kubota, Shigeo Kitahara, Yeongjoo Lim, and Kota Kodama. "Age-Dependent Influence of Intrinsic and Extrinsic Motivations on Construction Worker Performance." International Journal of Environmental Research and Public Health 18, no. 1 (December 26, 2020): 111. http://dx.doi.org/10.3390/ijerph18010111.
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The increasing sophistication and complexity of construction technology have also increased workers’ physical risk and psychological stress. This study examined the relationships between health risks, work motivation, and productivity as perceived by construction workers. A hypothetical model of worker perceptions, and the psychological factors influencing these perceptions, was developed. A total of 324 construction workers at a Japanese construction company participated in the study and were divided into two groups: younger (45 years of age and below) and older adults (46 years of age and above). Data were collected using a questionnaire. The differences between the age groups were analyzed with regard to their perceptions of health risks, motivation, work skills, and productivity. Both younger and older workers were affected by intrinsic motivations and extrinsic motivations, but the effect of these motivations on work performance differed depending on age. Higher health risks are anticipated to affect the work motivation and productivity perceptions of older workers. The proposed model and findings of this study contribute to understanding worker motivations and have important implications for labor management of construction projects. By addressing construction workers’ intrinsic (e.g., interest) and extrinsic (e.g., reward) motivations, it is possible to sustainably improve project productivity.
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LEE, Hyung-Woo. ""REVISITING CROWDING-OUT EFFECT OF PERFORMANCE MANAGEMENT: ITS IMPACT ON EXTRINSIC AND INTRINSIC MOTIVATION"." Transylvanian Review of Administrative Sciences 63 E (June 30, 2021): 90–109. http://dx.doi.org/10.24193/tras.63e.5.
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Scholars have believed that motivation crowding out will occur when performance-based personnel management is practiced in the public sector. However, drawing on a more sophisticated typology of human motivation, this study demonstrates that the provision of extrinsic rewards can motivate, rather than demotivate, public employees even if public employees have strong public service motivation. Analyzing the data from the Federal Employee Viewpoint Survey (USA), this study found that the practice of employee performance management increases work effort and job satisfaction, and that such effects were mediated mainly by the hybrid motivational mechanisms (i.e., via enhanced self-concepts and perceived fairness), rather than by increasing sheer extrinsic motivation. This implies that the practice of employee performance management can be effective in motivating public employees.
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Ryan, James C. "Development of a Measure of Work Motivation for a Meta-Theory of Motivation." Psychological Reports 108, no. 3 (June 2011): 743–55. http://dx.doi.org/10.2466/01.14.20.pr0.108.3.743-755.
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This study presents a measure of work motivation designed to assess the motivational concepts of the meta-theory of motivation. These concepts include intrinsic process motivation, goal internalization motivation, instrumental motivation, external self-concept motivation, and internal self-concept motivation. Following a process of statement development and identification, six statements for each concept were presented to a sample of working professionals ( N = 330) via a paper-and-pencil questionnaire. Parallel analysis supported a 5-factor solution, with a varimax rotation identifying 5 factors accounting for 48.9% of total variance. All 5 scales had Cronbach alpha coefficients above .70. Limitations of the newly proposed questionnaire and suggestions for its further development and use are discussed.
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Frey, Bruno S. "On the relationship between intrinsic and extrinsic work motivation." International Journal of Industrial Organization 15, no. 4 (July 1997): 427–39. http://dx.doi.org/10.1016/s0167-7187(96)01028-4.
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Dickin, Katherine L., Jamie S. Dollahite, and Jean-Pierre Habicht. "Enhancing the Intrinsic Work Motivation of Community Nutrition Educators." Journal of Ambulatory Care Management 34, no. 3 (2011): 260–73. http://dx.doi.org/10.1097/jac.0b013e31821dc63b.
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Peterson, Mark F., and S. Antonio Ruiz-Quintanilla. "Cultural Socialization as a Source of Intrinsic Work Motivation." Group & Organization Management 28, no. 2 (June 2003): 188–216. http://dx.doi.org/10.1177/1059601103028002002.
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Forest, Virginie. "Performance-related pay and work motivation: theoretical and empirical perspectives for the French civil service." International Review of Administrative Sciences 74, no. 2 (June 2008): 325–39. http://dx.doi.org/10.1177/0020852308089907.
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At a time when the civil services of most OECD countries have embarked on a process of modernization of their practices, we are questioning the relevance of introducing performance-related pay systems, particularly in view of the, more often than not, negative effects on the work motivation of civil servants. The French civil service has recently decided to pay a part of its public officials on the basis of their performance, and we show how these individualized remuneration practices can, in the long term, undermine the public service motivations that drive some civil servants. Our reasoning is supported by the empirical results of studies conducted in the United States, in England and also in France, as well as on the developments of intrinsic motivation theories, combined with the developments of the public service motivation theory. Points for the practitioners Whereas the implementation of performance-related pay as an instrument of motivation has become widespread within the civil service, this article focuses on the difficulties inherent to these compensation practices. We underline in particular the negative effects of performance-related pay on the public service motivations of civil servants. As these specific motivations can be pushed aside, human resource management tools should be adopted that encourage the development of intrinsic motivation, such as task enlargement or enrichment or the implementation of participative management methods.
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Pratame, Komang Alit Bagus Putra, and I. Wayan Suana. "LINGKUNGAN KERJA NON FISIK BERPENGARUH TERHADAP MOTIVASI INTRINSIK DAN KEPUASAN KERJA KARYAWAN." E-Jurnal Manajemen Universitas Udayana 9, no. 7 (July 3, 2020): 2536. http://dx.doi.org/10.24843/ejmunud.2020.v09.i07.p04.
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Job satisfaction is a person's perspective both positive and negative about their work. The purpose of the study was to examine the effect of the non-physical work environment on intrinsic motivation and job satisfaction of PT. Wibisana Marine Adventure. 48 people used as samples, with saturated sampling method. Data collected through interviews and questionnaires and analyzed using Path analysis. The results of this study found that the non-physical work environment had a positive and significant effect on intrinsic motivation. Non-physical work environment has a positive and significant effect on employee job satisfaction. Intrinsic motivation has a positive and significant effect on employee job satisfaction. The implication of the results of this study is that when the non-physical work environment obtained by employees increases intrinsic motivation, the intrinsic motivation felt by employees becomes stronger so that it has the potential to increase job satisfaction.
Keywords: non physical work environment, intrinsic motivation, job satisfaction
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Thoma, Brent, Emily M. Hayden, Nelson Wong, Jason L. Sanders, Greg Malin, and James A. Gordon. "Intrinsic motivation of preclinical medical students participating in high-fidelity mannequin simulation." BMJ Simulation and Technology Enhanced Learning 1, no. 1 (April 22, 2015): 19–23. http://dx.doi.org/10.1136/bmjstel-2015-000019.
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IntroductionWhile medical schools strive to foster students’ lifelong learning, motivational theories have not played an explicit role in curricular design. Self-determination Theory is a prominent motivational theory. It posits that perceived autonomy, competence and relatedness foster intrinsic motivation. This study explores the effects of autonomy on intrinsic motivation in medical students participating in high-fidelity mannequin simulation.MethodsA non-randomised crossover trial compared first-year medical students participating in (1) required simulation sessions with predetermined learning objectives and (2) extracurricular simulation sessions with student-directed learning objectives. An adapted Intrinsic Motivation Inventory (IMI) was used to assess intrinsic motivation, perceived autonomy, competence and relatedness. Each participant completed the IMI survey after each type of session. Variables were compared with signed-rank tests.ResultsAll 22 participants completed the IMI after both types of session. Perceived autonomy was significantly higher during extracurricular simulation (p<0.001), but intrinsic motivation, competence and relatedness were not. Intrinsic motivation correlated with autonomy (RS=0.57 and extracurricular simulation, ES=0.52), competence (RS=0.46 and ES=0.15) and relatedness (RS=0.51 and ES=0.64). The IMI subscales had good internal consistency (Cronbach's α=0.84, 0.90, 0.90 and 0.76 for intrinsic motivation, autonomy, competence and relatedness, respectively).ConclusionsExtracurricular sessions increased students’ perceived autonomy, but they were highly intrinsically motivated in both settings. Further study is needed to understand the relationship between perceived autonomy and intrinsic motivation in medical education learning activities. The IMI shows promise as a measurement tool for this work.
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Wenzel, Anne-Kathrin, Tobias A. Krause, and Dominik Vogel. "Making Performance Pay Work: The Impact of Transparency, Participation, and Fairness on Controlling Perception and Intrinsic Motivation." Review of Public Personnel Administration 39, no. 2 (July 1, 2017): 232–55. http://dx.doi.org/10.1177/0734371x17715502.
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Performance pay has been one of the main trends in public sector reform over the last decade and aims to increase employees’ motivation. However, positive results are sparse. In a majority of cases, pay scheme designers neglect that intrinsic motivation may be distorted by the introduction of extrinsic rewards (crowding out). Nevertheless, under certain conditions, performance pay schemes may also enhance intrinsic motivation (crowding-in). The perception of rewards has proven to be an especially crucial factor for the outcome of performance pay. Based on psychological contract theory, this paper analyzes the relationships between intrinsic motivation, public service motivation (PSM), personality characteristics, and the design of the performance- appraisal scheme. The empirical analysis relies on a structural equation modeling (SEM) approach. Model findings reveal that a fair, participatory, and transparent design reduces the controlling perception while fostering the intrinsic motivation of employees. In addition, participants who score high on neuroticism perceive performance pay schemes to be more controlling and have lower values of intrinsic motivation.
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Masvaure, Polite, and A. Maharaj . "Work Engagement, Intrinsic Motivation and Job Satisfaction among Employees of a Diamond Mining Company in Zimbabwe." Journal of Economics and Behavioral Studies 6, no. 6 (June 30, 2014): 488–99. http://dx.doi.org/10.22610/jebs.v6i6.510.
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This paper seeks to establish the relationships between three job characteristics constructs, namely work engagement, intrinsic motivation and job satisfaction in a workplace notorious for discord and conflict between workers and employers. A quantitative methodology was adopted using a crosssectional survey. Respondents were selected from the workers at a mining company, with a final sample of 156 employees participating in the study. The Utrecht Work Engagement Scale, Intrinsic Motivation Inventory and the Minnesota Job Satisfaction Questionnaire were used to collect data. The results of the study indicate positive relationships between job satisfaction, work engagement and intrinsic motivation among the workers. Age and marital status were found to be significant contributors to workers’ job satisfaction, intrinsic motivation and work engagement. Implications of these results are that human resource interventions are required in order to deal with enhancing work engagement, intrinsic motivation and job satisfaction. Furthermore, the results indicate that intrinsic motivation and work engagement can enhance job satisfaction. The current study adds to the research pointing at job satisfaction as a promising underlying mechanism for employees’ to be internally motivated and engaged at work.
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Story, Paul, Mark F. Stasson, John M. Mahoney, and Jason W. Hart. "A TWO-FACTOR MODEL OF ACHIEVEMENT MOTIVATION." Social Behavior and Personality: an international journal 36, no. 5 (January 1, 2008): 707–8. http://dx.doi.org/10.2224/sbp.2008.36.5.707.
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Cassidy and Lynn (1989) synthesized an achievement motivation measure based on earlier scales. Their final measure assessed seven facets of motivation: Acquisitiveness for material wealth, Dominance, Competitiveness, Status Aspiration, Pursuit of Excellence, Work Ethic, and Mastery. Others (e.g., Sansone & Harackiewicz, 2000) have found that people are driven by two general motivational forces: intrinsic motivation is performing an activity for the pleasure inherent in the activity, whereas extrinsic motivation is driven by external factors. We hypothesized that Cassidy and Lynn's seven measures would cluster around intrinsic and extrinsic motivation.
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Freeman, Stephanie. "The Material and Social Dynamics of Motivation." Science & Technology Studies 20, no. 2 (January 1, 2007): 55–77. http://dx.doi.org/10.23987/sts.55212.
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Volunteer motivation has been a central theme in Free/Libre/Open Source Software (FLOSS) literature. This research has been largely dominated by economists who rely in their surveys on the distinction between intrinsic and extrinsic motivations and the ‘hacker ethic’ – for profi t juxtaposition. The paper argues that survey-based analytical frameworks and research designs have led to a focus on some motivational attributions at the expense of others. It then presents a case study that explores dynamic, non-individualistic and content-sensitive aspects of motivations. The approach is based on socio-cultural psychology and the author’s observations of a hybrid fi rm-community FLOSS project, OpenOffi ce.org. Instead of separating intrinsic motivations from extrinsic ones, it is argued that complex and changing patterns of motivations are tied to changing objects and personal histories prior to and during participation. The boundary between work and hobby in an individual’s participation path is blurred and shifting.
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Ud Din, Maaz, Faisal Khan, Usman Khan, Ana Kadarningsih, and Sih Darmi Astuti6. "EFFECT OF ISLAMIC WORK ETHICS ON JOB PERFORMANCE: MEDIATING ROLE OF INTRINSIC MOTIVATION." International Journal of Islamic Business Ethics 4, no. 2 (September 30, 2019): 676. http://dx.doi.org/10.30659/ijibe.4.2.676-688.
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The determination of this research is to examine the effect of Islamic work ethics on job performance and intrinsic motivation. This study also try to investigate the mediating role of intrinsic motivation on the association between Islamic Work Ethics and job performance. Nonprobability sampling, method was used. Data were collected through adopted questionnaires from 310 teachers of different Universities situated in Malakand Division, KP-Pakistan. SPSS and AMOS were used for Statistical tests. Empirical results indicate that there is a significant positive association between Islamic work ethics, Job performance and intrinsic motivation. The study determined that the idea of Islamic work ethics works as a therapy for the emergent ethical crisis of education sector of Pakistan which should be pervaded in organizational culture for sustainable job performance and growth. Further, study explain that intrinsic motivation mediates the association between Islamic Work Ethics and Job Performance. Implications and upcomingstudy recommendations are discuss in the conclusion.
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Grabowski, Damian, Agata Chudzicka-Czupała, and Katarzyna Stapor. "Relationships between work ethic and motivation to work from the point of view of the self-determination theory." PLOS ONE 16, no. 7 (July 1, 2021): e0253145. http://dx.doi.org/10.1371/journal.pone.0253145.
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Most studies on motivation to work concentrate on its environmental and situational antecedents. Individual values are not the point of interest of empirical analyses. The aim of the research described in the paper was to seek possible relationships between work ethic and motivation to work. A hypothesis was put forward that work ethic, in the classical Weberian approach, is connected with motivation to work, from the point of view of Ryan’s and Deci’s self-determination theory. The study on a sample of 405 Polish employees was conducted with use of the Polish version of Multidimensional Work Ethic Profile MWEP-PL and Work Extrinsic and Intrinsic Motivation Scale, in the Polish adaptation WEIMS-PL. The Canonical Correlation Analysis was used to assess the simultaneous interrelationships between two sets of the variables measured. The results show that selected dimensions of work ethic, such as centrality of work, valuing hard work, perceiving work as an obligation, anti-leisure sentiment and delay of gratification are positively related to autonomous dimensions of motivation: intrinsic motivation, integration and identification, and non-autonomous introjection. Attributing a high value to hard work, including the conviction that it leads to success, aversion to wasting time and self-reliance correlate positively with taking up work for extrinsic rewards and with the desire to acquire a positive opinion about oneself as well as gain approval and recognition from others. Work ethic is connected on the one hand with autonomous motivation, including in particular intrinsic motivation, and on the other hand with extrinsic motivation, with the striving for success, which is the result of work. After empirical verification the findings could become a base for training programs and shape the way of influencing people’s motivation, morale, attitude towards work and job satisfaction. They can result in the way employees are managed and selected for different tasks.
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Gkorezis, Panagiotis, and Aikaterini Kastritsi. "Employee expectations and intrinsic motivation: work-related boredom as a mediator." Employee Relations 39, no. 1 (January 3, 2017): 100–111. http://dx.doi.org/10.1108/er-02-2016-0025.
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Purpose Researchers have long recognized that employee expectations play an important role in determining their levels of motivation. However, less is known about the relationship between newcomers’ expectations about their job and intrinsic motivation. Even more, there is limited empirical research on the underlying mechanisms that explain this relationship. Given the recent resurgence of interest concerning the construct of work-related boredom and drawing on several theoretical frameworks, the purpose of this paper is to address this gap by examining the mediating role of work-related boredom in the linkage between newcomers’ expectations and intrinsic motivation. Design/methodology/approach The current study utilized a snowball approach in order to garner a diverse sample of newcomers. To examine the present hypotheses, bootstrapping analysis and Sobel test were used. Findings The results showed that unmet expectations enhance work-related boredom which in turn affects intrinsic motivation. Research limitations/implications Given the cross-sectional and mono-source design of the study, the results may suffer from causality and common method variance issues. Originality/value The present study provides novel insights into the psychological mediating mechanisms that explain the relationship between newcomers’ expectations about their job and their intrinsic motivation.
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Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (March 2012): 247–62. http://dx.doi.org/10.1017/s1833367200000985.
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AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.
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Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (March 2012): 247–62. http://dx.doi.org/10.5172/jmo.2012.18.2.247.
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AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.
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Siddiqui, Danish Ahmed, and Noor ul Rida. "Impact of Motivation on Employees Performance in Pakistan." Business Management and Strategy 10, no. 1 (April 18, 2019): 1. http://dx.doi.org/10.5296/bms.v10i1.14448.
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This paper aims to study the effects of intrinsic and extrinsic motivation on employee’s performance. Employees obviously work for the organization for monetary benefits but these monetary compensations and rewards are not the sole requirement of all employees. Some of them need salary increment and bonuses to get themselves motivated while others need recognition and non-monetary benefits. The study was aimed to discuss how the extrinsic and intrinsic motivation can hinder or increase the motivation level of employees. Several motivational theories have also been discussed in this paper that helps in better understanding of why and how employees are motivated. Intrinsic and extrinsic motivation is said to have significant impact on employee’s performance. Our study examined 60 female and 143 male respondents (n=203) of banking sector to study the effects of intrinsic and extrinsic motivation on employee’s performance. There was a positive relationship of intrinsic and extrinsic motivation of employees with their performance. With the increase in intrinsic and extrinsic motivation, employee’s performance tends to increase as well. We also have discussed some of the future directions and recommendations so that it can help future researchers to study the other constructs that can affect employee’s performance.
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ELLIS, JASON D., SUSAN W. ARENDT, CATHERINE H. STROHBEHN, JANELL MEYER, and PAOLA PAEZ. "Varying Influences of Motivation Factors on Employees' Likelihood To Perform Safe Food Handling Practices Because of Demographic Differences." Journal of Food Protection 73, no. 11 (November 1, 2010): 2065–71. http://dx.doi.org/10.4315/0362-028x-73.11.2065.
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Food safety training has been the primary avenue for ensuring food workers are performing proper food handling practices and thus, serving safe food. Yet, knowledge of safe food handling practices does not necessarily result in actual performance of these practices. This research identified participating food service employees' level of agreement with four factors of motivation (internal motivations, communication, reward-punishment, and resources) and determined if respondents with different demographic characteristics reported different motivating factors. Data were collected from 311 food service employees who did not have any supervisory responsibilities. Intrinsic motivation agreement scores were consistently the highest of all four motivational factors evaluated and did not differ across any of the demographic characteristics considered. In contrast, motivation agreement scores for communication, reward-punishment, and resources did differ based on respondents' gender, age, place of employment, job status, food service experience, completion of food handler course, or possession of a food safety certification. In general, respondents agreed that these motivation factors influenced their likelihood to perform various safe food handling procedures. This research begins to illustrate how employees' demographic characteristics influence their responses to various motivators, helping to clarify the complex situation of ensuring safe food in retail establishments. Future research into why employee willingness to perform varies more for extrinsic motivation than for intrinsic motivation could assist food service managers in structuring employee development programs and the work environment, in a manner that aids in improving external motivation (communication, reward-punishment, and resources) and capitalizing on internal motivation.
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An, Chairin. "THE CONTENT AND ROLE OF INTRINSIC MOTIVATION IN CREATIVE WORK: THE IMPORTANCE OF SEEKING “ENJOYMENT”." Creativity Studies 12, no. 2 (September 30, 2019): 280–90. http://dx.doi.org/10.3846/cs.2019.6451.
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The present paper assesses the “content” and “role” of intrinsic motivation during the creative production process. Based on semi-structured interviews with 16 light-entertainment television producers-directors in South Korea, it was observed that intrinsic motivation towards creative work included a desire to maintain enjoyment from such activities. Enjoyment was classified into two types: enjoyment based on job expectations and enjoyment based on the actualization of individual creative ambitions. Additionally, intrinsic motivation tended to provide a strong buffer against unfavourable working conditions that resulted from market principles (viewership ratings), economic stability, and work-life balance. Overall, the present results suggest that creative workers’ tendencies to endure various undesirable working conditions are based on a strong intrinsic motivation to maintain enjoyment from their career.
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Szulawski, Michał. "Non‑Financial Methods of Motivation at Work – The Self‑Determination Theory Perspective." Kwartalnik Ekonomistów i Menedżerów 44, no. 2 (April 1, 2017): 69–82. http://dx.doi.org/10.5604/01.3001.0010.5939.
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The article describes the implications of the self‑determination theory in non‑ ‑financial methods of motivating workers in companies. The self‑determination theory and the related research suggest that in order to develop intrinsic motivation and integrated forms of extrinsic motivation at work, the three universal needs of autonomy, competence and relatedness have to be fulfilled. The article gives examples of work organization and work situations where the needs are not satisfied, and presents the ways of communication between the managers and coworkers and work organization, which support the development of the desired forms of motivation through the three universal needs.
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Stynen, Dave, Anneleen Forrier, and Luc Sels. "The relationship between motivation to work and workers’ pay flexibility." Career Development International 19, no. 2 (May 6, 2014): 183–203. http://dx.doi.org/10.1108/cdi-04-2013-0041.
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Purpose – The purpose of this paper is to explore the role of motivation to work in explaining workers’ pay flexibility – as measured by their reservation wage ratio – across the lifespan. This is important since pay inflexibility may undermine mature age workers’ retention at the workforce. Design/methodology/approach – Relying on self-determination theory the paper broadens the role of “motivation to work” from the overall work valence an individual attaches to work to the underlying work values (i.e. the perceived value of work for its intrinsic vs extrinsic outcomes) and work motives (i.e. the underlying autonomous vs controlled reasons regulating one's work participation). The authors conducted hierarchical linear regression analyses on a sample of 1,577 Belgian workers to explore how individuals’ work values and work motives, in addition to work valence, shape workers’ reservation wage ratios across the lifespan. Findings – Results indicate that work valence and holding relative intrinsic work values and relative autonomous work motives are associated with lower reservation wage ratios. Finally, age moderates all three relationships. Whereas the negative impact of work valence and relative autonomous work motives is stronger at older age, the negative impact of relative intrinsic work values is stronger at younger age. Research limitations/implications – Motivational predictors are differently related to reservation wage ratios across the lifespan. Practical implications – By fostering overall work valence and autonomous work motivation practitioners can exert influence on mature age workers’ pay flexibility. Originality/value – This study extends prior research on pay flexibility by focussing on the content of motivation to work (i.e. work values, work motives) and its role across the lifespan.
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Rusli, Aldi Khairy. "The Effect of Work Motivation Toward Employee Performance at PT. Permodalan Nasional Madani (Persero) Jakarta." Jurnal Ilmu Sosial Politik dan Humaniora 3, no. 1 (March 26, 2020): 1–12. http://dx.doi.org/10.36624/jisora.v3i1.55.
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Work motivation can be seen from the data and employee attendance employee delays the data in the company, judging by the attendance of data and delays the data of employees of PT. Permodalan Nasional Madani (Persero). From the Data Obtained can be said that the attendance and delay of employees of PT. Permodalan Nasional Madani (Persero) is fairlygood in every month. As for measuring the performance of employees in this research, they have a Key Performance Indicator and, preliminary questionnaire. This research aims to know the condition of intrinsic motivation and extrinsic motivation PT. Permodalan Nasional Madani (Persero) Jakarta as well as influence the intrinsic motivation and extrinsic motivation to the employee performance. The approach to this research is quantitative with the type of descriptive research using IBM SPSS 20. While the method of analysis used is multiple linear regression. Method of collecting the data through the dissemination of questionnaires using sample 272 employees. The sampling method uses probability sampling technique while sampling technique uses simple random sampling. The results of the study proved that the motivation of intrinsic partially work has a significant influence on employee performance, while the extrinsic motivation of work has no significant influence on the employee's performance. Also the results proved that the motivation of intrinsic work and motivation of extrinsic work have a simultaneous influence on the employee's performance. It is hoped that Researchers can then use other variables such as organizational culture, job satisfaction, and employee commitment. To know other aspects not addressed in this research and can also use other research methods such as path analysis and SEM analysis. Advice for companies to provide creativity training that aims to provide opportunities for its employees to bring out the idea of the free as rational as possible.
Keywords: Work motivation, intrinsic motivation, extrinsic motivation, employee performance.
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Suryani, Irma, Halimatussakdiah Halimatussakdiah, and Nidia Sofa. "PENGARUH PEMBERDAYAAN PSIKOLOGI TERHADAP PERILAKU INOVATIF." Epigram 17, no. 1 (October 16, 2020): 19–26. http://dx.doi.org/10.32722/epi.v17i1.3312.
Full textAbstract:
Linking three dominan factors namely psychological empowerment, innovative work behavior, and intrinsic motivation, this study developed and examined the relationship among them with a mediating factor. Using questionnaire survey from Higher Education Institutions, the study found that pyschological empowerment significantly affect innovative work behavior. In addition, Intrinsic motivation, as anticipated in the study also affect innovative work behavior. Finally, as an intervening variabel, intrinsic motivation enhance the relationship between psychological empowerment and innovative work behavior.