Extrinsic rewards for employee creativity? The role of perceived organisational support, work engagement and intrinsic motivation

Abstract

Purpose This study aims to investigate the relationship between extrinsic rewards and employee creativity through the intervening mechanism of perceived organisational support (POS) and work engagement. The moderating role of intrinsic motivation on the relationship between work engagement and employee creativity is also examined. Design/methodology/approach The authors report the results of a survey completed by 372 respondents employed in the United Arab Emirates. Structural equation modelling was applied to test the hypothesised relationships. Findings The main findings are that extrinsic rewards influence employee creativity through POS and work engagement. Moreover, the effect of work engagement on employee creativity is moderated by intrinsic motivation. This model effect is stronger for employees with high intrinsic motivation. Research limitations/implications Convenience sampling was used, which limits its generalisability. Also, the data were collected through a cross-sectional survey at one point in time. Practical implications Managers should consider provision of extrinsic rewards and support to increase employee motivation and engagement in creative work. Originality/value This study contributes to the limited amount of available literature on creativity and rewards adding to our knowledge about the influence of extrinsic rewards on creativity considered in the presence of intrinsic motivation. Theoretical and practical recommendations are discussed.

How to Gain Prime Performance? Lessons from the Pandemic

“…Employee creativity fundamentally and cumulatively contributes to the improvement of company performance (Madjar et al, 2002;Rumanti, Rizana, & Achmad, 2023). Foregoing research has confirmed the relationship between creativity and finding meaning in one's work, with this leading to performance improvement (Akgunduz, Alkan, & Gök, 2018;Al-Hawari, Quratulain, & Melhem, 2021;Khan & Abbas, 2022).…”

“…Pair dimensions and eight indicators, as developed by Akgunduz et al (2018) and Rhoades and Eisenberger (2002), were used to measure perceived organizational support. To measure employee engagement, the current study utilized three dimensions and 13 indicators based on instruments developed by Schaufeli et al (2002) and Aldabbas et al (2023). Furthermore, to measure employee creativity, this research applied two dimensions and 13 indicators, adopted from studies by Zhou and George (2001) and Elidemir et al (2020).…”

“…Employee engagement refers to a positive form of physical, cognitive, and emotional expression expressed by employees when performing their role (Schaufeli, Salanova, González-Romá, & Bakker, 2002). It is meaningful behavior characterized by vigor, dedication, and concentration (Aldabbas, Pinnington, Lahrech, & Blaique, 2023) Employee engagement is the tier of involvement and commitment actualized by employees within their organization (Schaufeli et al, 2002). An engaged employee is adaptive to changes in the business environment, and collaborates with companions to escalate their achievement for the advantage of the organization.…”

“…Organizations must be able to increase employee creativity to survive and gain competitive advantage (Amabile, Conti, Coon, How to Gain Prime Performance? Lessons from the Pandemic ijor.co.uk 1494 Lazenby, & Herron, 1996). Individual-level creativity should transform into critical organizational resources (De Vasconcellos, Garrido, & Parente, 2019) which fundamentally and accumulatively contribute to a company's capabilities and performance enhancement, especially when facing problems and unexpected changes (Madjar, Oldham, & Pratt, 2002).…”