Age in Relation to Employee Engagement, Intrinsic Motivation, and Meaningfulness

2011 ◽  
Author(s):  
Negin Kordbacheh ◽  
Kenneth S. Shultz
Keyword(s):  
Intrinsic Motivation ◽  
Employee Engagement

scholarly journals THE EFFECT OF INTRINSIC MOTIVATION AND ORGANIZATIONAL CULTURE ON EMPLOYEE ENGAGEMENT MEDIATED PERFORMANCE AT PT XYZ

2020 ◽  
Vol 1 (5) ◽  
pp. 879-887
Author(s):  
Ridwan Arifin ◽  
Singmin Johanes Lo
Keyword(s):  
Organizational Culture ◽  
Intrinsic Motivation ◽  
Path Analysis ◽  
Employee Engagement ◽  
Employee Performance ◽  
Sampling Technique ◽  
Partial Least Square ◽  
Least Square ◽  
Saturated Sample ◽  
Analysis Application

This study aims to analyze the influence of intrinsic motivation and organizational culture on employee performance mediated by employee engagement. The object of this research is the employees of PT XYZ. A total of 100 respondents filled out a questionnaire, the sample was taken using a saturated sample of 100 employees. This research was conducted from October 2019 to April 2020 at the PT XYZ office. The sampling technique used was saturated sampling. Data were analyzed using the Smart PLS (Partial Least Square) path analysis application. The results of this study indicate that Intrinsic Motivation and Organizational Culture have a positive and significant effect on performance. Meanwhile Employee Engagement becomes a mediation between Intrinsic Motivation and Organizational Culture on Performance. Employee Engagement perfectly mediates Intrinsic Motivation. And Employee Engagement partially mediates Organizational Culture.

scholarly journals The Impact of Extrinsic and Intrinsic Motivation on Employee Engagement: An Empirical Study of Health Care Sector of Punjab, Pakistan

2019 ◽  
Vol 2 (2) ◽  
pp. 95-106
Author(s):  
Abou Bakar ◽  
Abdul Hameed ◽  
Aasir Ali ◽  
Muhammad Imran
Keyword(s):  
Health Care ◽  
Intrinsic Motivation ◽  
Employee Engagement ◽  
Positive Impact ◽  
Analysis Data ◽  
Health Care Sector ◽  
Descriptive Statistics ◽  
Relationship Of ◽  
Managerial Level ◽  
The Impact

The purpose of this study is to find extrinsic and intrinsic motivation that has positive impact on employee’s engagement. The study was conducted in the health care sector in Pakistan. A sample size of 100 employees was selected using convenient sampling techniques. The data were collected from doctors, nurses and managerial level of employees. 100 questionnaires were distributed among these employees out of whom 80 filled questionnaires were received forming percentage of 80%. These properly filled questionnaires were used for data analysis. Data were analyzed through descriptive statistics, reliability analysis and regression analysis. Findings of the study reveal that there is significant relationship of extrinsic and intrinsic motivation on employee’s engagements in the health care sector of Pakistan.

scholarly journals Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies

2017 ◽  
Vol 10 (1) ◽  
pp. 127-140 ◽  
Author(s):  
Molly L. Delaney ◽  
Mark A. Royal
Keyword(s):  
Human Capital ◽  
Intrinsic Motivation ◽  
Employee Engagement ◽  
Extrinsic Motivation ◽  
Employee Motivation ◽  
Core Element ◽  
High Performing ◽  
Engagement Strategies ◽  
Intrinsic And Extrinsic Motivation

Employee engagement has long been an instrumental component of human capital strategies and continues to dominate the conversation about how high-performing organizations attract and retain their best talent. Engagement is a construct of component parts, however, and we believe there is still much to be learned about engagement by taking an in-depth look at those components. This article examines employee motivation as a core element of engagement, including its antecedents and outcomes, the types of motivation and the dynamics between them, and the ways organizations can foster and harness motivation for improved engagement. Our research identifies a large and consistent motivation gap, such that employee intrinsic motivation is consistently higher than extrinsic motivation. This gap signals that investments in engagement can yield a higher return if strategically focused on motivation, and so we offer recommendations regarding how to close this gap via intrinsically and extrinsically motivating work structures and environments. The goal is to create a new dialogue around engagement and encourage organizations to break it down in order to understand it more fully.

scholarly journals Psychological detachment

2020 ◽  
Vol 49 (9) ◽  
pp. 1789-1804
Author(s):  
Debjani Ghosh ◽  
Tomoki Sekiguchi ◽  
Yuka Fujimoto
Keyword(s):  
Intrinsic Motivation ◽  
Employee Engagement ◽  
Online Survey ◽  
Bootstrap Method ◽  
Effective Means ◽  
Full Time ◽  
Employee Creativity ◽  
Content Type ◽  
Psychological Detachment ◽  
The Relationship

PurposeThe purpose of this paper is to develop an additional perspective on when and why intrinsic motivation predicts employee engagement by presenting a contextual boundary of psychological detachment in relation to the relationship between intrinsic motivation, employee creativity and employee engagement of workers.Design/methodology/approachData were collected from 288 full-time Japanese workers using an online survey. The study used a bootstrap method (Preacher and Hayes, 2008) to test mediation, and a Hayes method (2013) to test moderation and a first-stage moderated mediation model.FindingsEmployee creativity mediated the relationship between intrinsic motivation and employee engagement, and the relationship between intrinsic motivation and creativity was moderated by psychological detachment. Additionally, the indirect effect of intrinsic motivation on employee engagement via creativity was moderated by psychological detachment.Research limitations/implicationsThe cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, and the study included an unrelated “marker variable” (neuroticism) as an effective means of identifying common method variance (CMV), thus mitigating the limitation of the design.Practical implicationsThis study has shown that intrinsically motivated employees who practice psychological detachment from work achieve higher creativity and stronger employee engagement.Originality/valueBased on the unconscious thought theory (UTT), job demand resource theory (JD-R), recovery processes (i.e. effort-recovery model) and self-determination theory (SDT), this paper adds to the literature by demonstrating the mediating and moderating mechanisms driving intrinsic motivation and employee engagement relationship.

scholarly journals Effect of Self Efficacy, Intrinsic Motivation, Employee Engagement, and Transformational Leadership on Productive Behavior of Employees of PT Korin Intiwira Sejahtera Sidoarjo

2019 ◽  
Vol 3 ◽  
Author(s):  
Rizki Eko Wibowo ◽  
Rifdah Abadiyah
Keyword(s):  
Transformational Leadership ◽  
Intrinsic Motivation ◽  
Hypothesis Testing ◽  
Employee Engagement ◽  
Significant Influence ◽  
Self Efficacy ◽  
Analytical Tool ◽  
T Test ◽  
Reliability Test ◽  
Validity Test

This study aims to determine the effect of Self Efficacy, Intrinsic Motivation, Employee Engagement, and Transformational Leadership on the Productive Behavior of Employees at PT. Korin Intiwira Sejahtera Sidoarjo. The analytical tool used is to tabulate the data coellection questionnaireiin the form of a validity reliability test, theehiypothesisein thissstudyyis Self Efficacy, Intrinsic Motivation, Employee Engagement, and Transformational Leadership Productive Behavior of Employees. The research a results obtained based on the validity test showed that all statements on the questionnaire were declared valid. For the reliability test of all variables, the Crombach Alpha value >0.6 was declared valid. And for hypothesis testing based on the F test, the t test and adjusted R2 show that there is a significant influence between Self Efficacy, Intrinsic Motivation, Employee Engagement, and Transformational Leadership on Productive Behavior of Employees.

The neurology of professional performance

2016 ◽  
Vol 15 (4) ◽  
pp. 168-173 ◽  
Author(s):  
Liaquat Lal
Keyword(s):  
Human Brain ◽  
Intrinsic Motivation ◽  
Employee Engagement ◽  
Management Strategies ◽  
Paradigm Shifts ◽  
Content Type ◽  
Management Approaches ◽  
And Performance ◽  
The Impact ◽  
Creativity And Innovation

Purpose This paper aims to explore the impact on workplace performance and employee development of economic, technological, demographic and socio-political drivers, the consequential shift in job role design from an algorithmic to a heuristic model, and the importance of adopting management approaches that enhance intrinsic motivation, creativity and innovation. Design/methodology/approach The paper reviews findings from research into intrinsic motivation, Neuroleadership (including circumstances that trigger neurological responses in the limbic system in response to the threat of social pain) and the work of the psychologist, Mihaly Csikszentmihalyi, to explore possible approaches to performance leadership that reflect insights from neurology into the actions and reactions of the human brain. Findings The article proposes a classification of employees that reflects their location on two axes: the development challenge faced and pressure experienced in doing so. In the case of three (out of a total of four) classifications where performance may prove to be either unsatisfactory or unsustainable, management strategies, styles and approaches to improve individual and organisational performance and employee engagement are suggested. Originality/value As the nature of both work and the workforce evolve, management approaches that focus on inspiring rather than controlling performance will be of greater organisational benefit. By acknowledging these paradigm shifts and drawing on recently learning about human brain function, revised approaches to people management and performance leadership can help organisations to optimise performance and build and maintain workplace environments in which creativity and innovation are more likely to flourish.

scholarly journals How Much Does Extrinsic Motivation or Intrinsic Motivation Affect Job Engagement or Turnover Intention? A Comparison Study in China

2020 ◽  
Vol 12 (9) ◽  
pp. 3630 ◽  
Author(s):  
Siyuan Miao ◽  
Jaehoon Rhee ◽  
In Jun
Keyword(s):  
Intrinsic Motivation ◽  
Employee Engagement ◽  
Turnover Intention ◽  
Self Efficacy ◽  
Extrinsic Motivation ◽  
Social Issues ◽  
Future Research ◽  
Job Engagement ◽  
Cognitive Evaluation Theory ◽  
Effects Of Feedback

In recent years, the employee turnover rate for China’s youth labor market has been increasing, thus sparking many social issues. By incorporating social cognitive career theory, cognitive evaluation theory and a job demands-resources model, this study aims to compare levels of employee job engagement and examine the roles of motivation in enhancing job engagement and lowering turnover intention. Further, we try to reveal the moderating effects of feedback and self-efficacy in these processes. The research was divided into two stages. In December 2017, the survey was distributed to new employees in China with a total of 409 samples. A second survey was then distributed to the same respondents one year later. The data collection for stage 2 was completed in February 2019 with a sample size of 245. The empirical results showed that only self-efficacy moderated intrinsic motivation for job engagement. Both feedback and self-efficacy negatively moderated the influence of extrinsic motivation and positively moderated the influence of intrinsic motivation on turnover intention. The findings suggest that the key to improve employee engagement relies on maintaining their intrinsic motivation. In conclusion, implications for retaining talented young employees and suggestions for future research are discussed.

Sign in / Sign up

Export Citation Format

Share Document