414) because employees’ motivation has a substantial impact on their performance and productivity ( Cerasoli et al., 2014 Amabile and Pratt, 2016). Generally speaking, motivation is seen as “the heart of organizational behavior” ( Gagné, 2014, p. Research has shown that three factors increase creativity in particular: Motivation, skills, and creativity-relevant processes ( Hirst et al., 2009 Richter et al., 2012 Amabile and Pratt, 2016). Creativity is generally seen as the generation of useful and novel ideas while innovation implies the implementation of these ideas ( Anderson et al., 2014).
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Knowledge workers’ creativity and innovation are critical for the organizational competitive advantage as they help to enhance a firm’s performance, product quality, and innovative power ( Anderson et al., 2014 Liu et al., 2016).
Extrinsic vs intrinsic motivation theory how to#
Finally, the empirical evidence provided practical implications on how to stimulate the creativity/innovation performance of knowledge workers within organizations.Īs work is becoming more and more dynamic and knowledge-based, organizations increasingly depend on creative ideas and innovative impulses from their employees. At the same time, the results did not confirm the hypothesis, that the moderator transactional rewards had a statistically significant effect on the relationship between intrinsic motivation and creative/innovative performance.
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The findings showed the higher the perceived probability of receiving relational rewards and the higher the intrinsic motivation, the greater the positive effect on creative/innovative outcomes. Moreover, the results supported the hypothesis that the extrinsic motivator, relational rewards, moderated the relationship between intrinsic motivation and creativity/innovation performance significantly and positively. The results of hierarchical regression analyses confirmed the widely found positive effects of intrinsic motivation on creative and innovative performance. In exploratory factor analyses, extrinsic motivation items consolidated two factors “relational rewards” and “transactional rewards”, while creativity and innovation items resulted in a one-factor solution, called “creativity/innovation performance”.
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The quantitative data stemmed from 90 knowledge workers of an international consulting company who participated in an online self-assessment. The analysis is based on Amabile and Pratt’s dynamic componential model of creativity and innovation in organizations combined with elements from Ryan and Deci’s self-determination theory. The present study investigates synergistic extrinsic motivators that organizations can use to foster creativity and innovation of their intrinsically motivated knowledge workers. Extrinsic factors can be seen as synergistic extrinsic motivators when they have a positive effect on the outcome. International School of Management, Dortmund, Germanyĭespite the vast amount of research focusing on intrinsic and extrinsic motivation, the effects of extrinsic motivators on creativity and innovation have been scarcely investigated.