The Influence of Intrinsic Motivation and Synergistic Extrinsic Motivators on Creativity and Innovation

Psychologies of Learning

Taxonomy for the Technology Domain ◽

10.4018/978-1-59140-524-5.ch002 ◽

2005 ◽

pp. 22-47

Author(s):

Lawrence A. Tomei

Keyword(s):

Cognitive Psychology ◽

Intrinsic Motivation ◽

Student Learning ◽

Prior Knowledge ◽

Human Activities ◽

Growth And Development ◽

Individual Growth ◽

Stimulus Response ◽

Primary Responsibility ◽

Extrinsic Motivators

The primary responsibility of teachers is to promote student learning. This chapter explores the schools of educational psychology and how human activities change as a result of extrinsic motivators such as incentives, rewards, and punishments. Behaviorists advocate influencing behavior through the systematic adjustments of stimulus-response reinforcements. Cognitive psychology holds that information is more likely to be acquired, retained, and retrieved for future use if it is learner-constructed, relevant, and built upon prior knowledge. Humanist psychology focuses on individual growth and development. It stems from the theory that learning occurs primarily through reflection on personal experience, and as a result of intrinsic motivation.

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Future Work Self and Employee Creativity: The Mediating Role of Informal Field-Based Learning for High Innovation Performance

Sustainability ◽

10.3390/su13031352 ◽

2021 ◽

Vol 13 (3) ◽

pp. 1352

Author(s):

Qichao Zhang ◽

Zhenzhong Ma ◽

Long Ye ◽

Ming Guo ◽

Shuzhen Liu

Keyword(s):

Intrinsic Motivation ◽

Organizational Innovation ◽

Proactive Personality ◽

Innovation Performance ◽

High Tech ◽

Employee Creativity ◽

Future Work ◽

Creativity And Innovation ◽

The Relationship ◽

Future Work Self

In today’s highly uncertain environment, the value of creativity and innovation are increasingly critical. How individuals could improve their creativity and innovation performance has become the focus of attention. Future work self as an intrinsic motivation factor plays an important role in creativity and innovation. Based on the self-consistency theory, this study integrated proactive personality and informal field-based learning (IFBL) to explore the relationship between future work self and employee creativity to increase innovation performance. It used data from 201 R&D department employees in China’s high-tech companies. The results show that future work self has a positive effect on employee creativity and that IFBL mediates the relationship between future work self and employee creativity. This process is then positively moderated by a proactive personality. This study’s results help clarify the formation mechanism of creativity from the perspective of intrinsic motivation and indicate that future work self can drive individuals’ creativity and innovation efforts, especially under the consistency of self-concept, motivation and personality. This research also emphasizes the importance of IFBL in improving individual creativity and further organizational innovation performance. Implications for theory and management to help improve creativity and innovation performance are then discussed in detail.

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How Does Green Training Boost Employee Green Creativity? A Sequential Mediation Process Model

Frontiers in Psychology ◽

10.3389/fpsyg.2021.759548 ◽

2021 ◽

Vol 12 ◽

Author(s):

Jianfei Wu ◽

Dan Chen ◽

Zejuan Bian ◽

Tiantian Shen ◽

Weinan Zhang ◽

...

Keyword(s):

Intrinsic Motivation ◽

Process Model ◽

Mediation Process ◽

Practical Applications ◽

The Public ◽

Emergent Literature ◽

Public Sectors ◽

Green Human Resource Management ◽

Creativity And Innovation ◽

The Relationship

Despite accumulated evidence from previous studies that green creativity is highly emphasized in various industries, limited research has been conducted in the context of public sectors. Drawing on the dynamic componential model of creativity and innovation in organizations, this paper aims to propose and sequentially test the relationship between green training and employees’ green creativity through green values and green intrinsic motivation. Based on the data collected in Chinese public sectors (N = 464) at two different time points, the results indicate that green training is positively related to green creativity. Moreover, this relationship is sequentially mediated by green values and green intrinsic motivation. The results in our study advance the emergent literature on green human resource management in the public sector for the practical applications of training and creativity in terms of green management.

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Are individual-level factors necessary for creativity? A necessary condition analysis

10.31234/osf.io/z4s7q ◽

2020 ◽

Author(s):

Maxence Mercier ◽

Todd Lubart

Keyword(s):

Intrinsic Motivation ◽

Creative Process ◽

Self Efficacy ◽

Statistical Approach ◽

Necessary Condition ◽

Creative Performance ◽

Individual Level ◽

Small Effect Size ◽

Creative Self ◽

Creativity And Innovation

Are individual-level factors necessary for creativity to occur in the workplace ? Using a novel statistical approach, Necessary Condition Analysis, we tested empirically the hypothesis that individual factors (conative factors, drivers, and creative process engagement) were critical to creativity in the workplace, using a sample of 1384 workers in France. We examined three known conative factors of creativity: openness to experience, creative personality, and creative personal identity. We examined three types of drivers: intrinsic motivation, job self-efficacy and creative self-efficacy. Additionally, we examined creative process engagement. We observed that all conative factors were necessary for creativity, even though they each showed small effect sizes. We found a similar small effect size for creative process engagement. We found that creative self-efficacy was a critical driver for creativity: an employee will not be able to achieve high creative performance if he or she does not have strong confidence about his or her creative capacities, regardless of other factors. However, neither job self-efficacy nor intrinsic motivation proved to be necessary for creativity: their absence can be compensated by other factors. Our findings highlight the need to distinguish between what makes a variable “important” or “necessary”, in the field of creativity and innovation.

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An Exploratory Study Of Intrinsic & Extrinsic Motivators And Student Performance In An Auditing Course

American Journal of Business Education (AJBE) ◽

10.19030/ajbe.v4i2.3558 ◽

2011 ◽

Vol 4 (2) ◽

pp. 19-26 ◽

Cited By ~ 1

Author(s):

Songtao Mo

Keyword(s):

Intrinsic Motivation ◽

Student Performance ◽

Exploratory Study ◽

Exploratory Analysis ◽

Mediation Effect ◽

Course Performance ◽

Extrinsic Motivators ◽

Online Quizzes ◽

Empirical Tests ◽

Intrinsic Motivators

The objective of this study is to investigate the association of intrinsic and extrinsic motivators and student performance. This study performs an exploratory analysis and presents evidence to demonstrate that intrinsic motivators affect the connection between external motivators and student performance. The empirical tests follow the framework developed by Baron and Kenny (1986) and examine the mediation effect on the data collected from an undergraduate auditing course. The results indicate that there exists a partial mediation effect of voluntary online quizzes (a measure of intrinsic motivator) on the association between mandatory in-class quizzes (a measure of external motivator) and course performance. The findings offer basis for interesting implications, suggesting that mandatory external motivators (e.g., in-class quizzes) are of less value with the presence of other viable motivational techniques (e.g., online quizzes). Voluntary online quizzes help foster learner intrinsic motivation and hence bear more importance with student performance. Educators may consider using techniques that can boost intrinsic motivation in teaching practices.

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The neurology of professional performance

Strategic HR Review ◽

10.1108/shr-05-2016-0042 ◽

2016 ◽

Vol 15 (4) ◽

pp. 168-173 ◽

Cited By ~ 1

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.

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