지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
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Purpose ? This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity.
Research design, data, and methodology ? Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted.
Results ? As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship.
Conclusions ? This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.
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참고문헌 (63)
참고문헌 신청
Aletraris, L. / 2010 / How satisfied are they and why? A study of job satisfaction, job rewards, gender and temporary agency workers in Australia / Human Relations 63(8):1129~1155
Amabile, T. M. / 1988 / A model of creativity and innovation in organizations / Research in Organizational Behavior 10(1):123~167
Amabile, T. M. / 1997 / Motivating creativity in organizations : On doing what you love and loving what you do / California Management Review 40(1):39~58
Amabile, T. M. / 1996 / Assessing the work environment for creativity / Academy of Management Journal 39(5):1154~1184
Amabile, T. M. / 1994 / The Work Preference Inventory : assessing intrinsic and extrinsic motivational orientations / Journal of Personality and Social Psychology 66(5):950
Amabile, T. M. / 1988 / A model of creativity and innovation in organizations / Research in Organizational Behavior 10(1):123~167
Amabile, T. M. / 1997 / Motivating creativity in organizations : On doing what you love and loving what you do / California Management Review 40(1):39~58
Amabile, T. M. / 1996 / Assessing the work environment for creativity / Academy of Management Journal 39(5):1154~1184
Amabile, T. M. / 1994 / The Work Preference Inventory : assessing intrinsic and extrinsic motivational orientations / Journal of Personality and Social Psychology 66(5):950
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