The effect of extrinsic and intrinsic motivation on knowledge sharing intentions of civil servants in Ebonyi State, Nigeria

Abstract

This study investigated the effect of attitude on employee knowledge sharing intentions and examined the effect of extrinsic and intrinsic motivation on employee attitude and intention toward knowledge sharing. To understand the motivators of employee knowledge sharing intentions, a modified Theory of Reasoned Action (TRA) was adopted. Specifically, extrinsic and intrinsic motivations contexts were considered as factors that affect employee attitude and intentions toward knowledge sharing. The descriptive survey design was adopted. The population of the study comprised civil servants in Ebonyi State in Southeastern Nigeria. Random sampling technique was used to select 297 respondents across six ministries in the state's Civil Service Commission. A structured questionnaire was used for data collection. Data were analyzed using frequency and percentage distribution and correlation. Findings revealed that attitude did not significantly influence employee intentions to share knowledge. Of the four motivational factors, knowledge self-efficacy (r ¼ 0.171, p ¼ 0.003) and enjoyment in helping others (r ¼ 0.002, p ¼ 0.000) were significant and pointed towards a strong role in employee attitudes and knowledge sharing intentions. However, expected organizational rewards and reciprocal benefits were found not to significantly influence employee attitudes and knowledge sharing intentions. These were attributable to the nature of the civil service and low incentives made available for motivating knowledge sharing. The study concluded that extrinsic motivation does not have a significant effect on the knowledge sharing intentions of the employees of the Ebonyi State Civil Service Commission but enjoyment in helping others and knowledge self-efficacy are motivating factors to their knowledge sharing intentions. It was recommended that organizations emphasize on intrinsic motivation as extrinsic motivation only secures temporary compliance. There should also be an enhancement of knowledge sharing facilities and creation of a feedback system to increase the employees' knowledge self-efficacy.

A qualitative insight into key determinants of knowledge sharing in a public sector institution in Ghana

“…Contrary to the perceived positive effect of rewards and incentives, Chang et al (2007) showed that outcome-based rewards and sufficient rewards for effort did not foster knowledge sharing among product development team members. Olatokun and Nwafor (2012) also found that expected organizational rewards did not significantly influence employee attitudes and intentions toward knowledge sharing.…”

Influence of Relational Psychological Contract and Affective Commitment in the Intentions of Employee to Share Tacit Knowledge

“…It is influenced mainly by two factors which are the attitudes of individuals directed to an object or group and a subjective standard that relates to the individual's perception about people who consider important, responding to a particular behavior [21]. Also in the field of knowledge management, the model of the Theory of Planned Behavior is used to analyze the intentions of the employee to share tacit knowledge [25]. Moreover, the Theory of Reasoned Action [26], assumes that people react to certain behavior when they are motivated and perceive more benefits, thereby increasing their intent to participate [17].…”

“…Sharing knowledge is a major challenge for organizations and has forced them to pay more attention to the implementation of strategies to capture that knowledge for the many advantages which represents them, because when that knowledge is not shared, run the risk of losing it, especially when the employee leaves the workplace, causing costs to the company [25].…”

Key knowledge management strategies implemented in the Kingdom of Saudi Arabia construction industry: an empirical study

“…Analysis of the above results suggests that reward system is a critical tool to implement KM strategies in the KSA construction organisations. But the problem with many reward systems and incentives for sharing knowledge is that useful knowledge comes from the lower cadre in the organisation, from people who are not on incentive systems and probably respond much more readily to the feeling that they belong to highly motivated, leading edge, innovative groups of people (Olatokun and Nwafor 2012).…”