The mediating role of prosocial motivation in the context of knowledge sharing and self-determination theory

Göhler, Georg-Friedrich; Hattke, Judith; Göbel, Markus

doi:10.1108/jkm-05-2021-0376

Cited by 14 publications

(5 citation statements)

References 78 publications

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“…The findings support the assertion and empirically prove that leadership along with the environment can foster employees' outcomes. Both working environment and leadership can create hope, inspiration and accomplishments (Göhler et al ., 2023) and flourishing, in turn, employees feel energized and enthusiastic (Culié et al ., 2014). In the wake of such organizational factors, employees would feel positive about the organization and their career.…”

Section: Discussionmentioning

confidence: 99%

Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

Islam,

Ahmed

2023

JOCM

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PurposeNowadays, employees are more concerned about their career and the same has become challenging for the organizations. Therefore, this study aims to highlight the importance of fun at work towards employees' career satisfaction through organizational inclusion. Further, it sheds light on how inclusive leadership moderates the association between fun at work and organizational inclusion.Design/methodology/approachThis study used a questionnaire-based survey to collect data from 321 employees working in the information technology (IT) sector between January to March 2023. Specifically, the study used a cross-sectional time-lag design to collect data using convenience sampling.FindingsStructural equation modeling analysis revealed that employees' perceptions of fun at work positively influence their career satisfaction. In addition, organizational inclusion mediated this association, whereas inclusive leadership strengthened the association between fun at work and organizational inclusion.Research limitations/implicationsThe foremost limitation is the cross-sectional time lag design which restricts causality. However, the findings offer some implications for the management by focusing on the working environment (e.g. social gatherings, parties and celebrations), and leadership (that values employees) can create feelings of inclusion among employees which makes them feel energized and enthusiastic about their organization and career.Originality/valueBuilding on evolutionary emancipatory and social exchange theory, this study highlights the importance of organizational inclusion and inclusive leadership between employees' perceptions of fun at work and career satisfaction.

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Section: Discussionmentioning

confidence: 99%

Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

Islam,

Ahmed

2023

JOCM

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“…Employee motivation is crucial for promoting knowledge sharing and the transfer of ideas within an organization, especially when employees hesitate to share knowledge. We reason this because when employees feel stimulated by their work tasks, there is greater possibility to experience a sense of autonomy and competence (Gagné, 2009; Göhler et al , 2023) and to feel engaged, challenged and motivated to perform well (Cabrera et al , 2006; Chen et al , 2014). This internal motivation can drive employees’ inclination to share their experience and knowledge, contributing to collective learning and the growth of the organization.…”

Section: Hypotheses Developmentmentioning

confidence: 99%

A comparative analysis of financial and nonfinancial rewards on work motivation and knowledge sharing in a postpandemic era

Vesal,

Gohary,

Rahmati

2024

JBIM

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Purpose This paper aims to examine the impacts of financial and nonfinancial incentives on the development of employee work motivation and knowledge sharing in the postpandemic environment. The paper further investigates the role of transformational leadership as a moderator in enhancing the relationship between work motivation and knowledge sharing. Design/methodology/approach Adopting a quantitative approach, the study uses data collected from multiple informants, specifically senior managers, in Nepalese manufacturing and service business-to-business (B2B) firms. Findings Contrary to prior research, the results reveal that nonfinancial incentives have a stronger impact on work motivation in the postpandemic era. This enhanced work motivation, in turn, contributes to knowledge sharing, with transformational leadership further strengthening the relationship. Practical implications The findings suggest that B2B firms should consider moving toward leveraging nonfinancial incentives to motivate employees to develop knowledge sharing initiatives, especially in challenging circumstances such as those experienced in the postpandemic era. In addition, it is recommended that chief executive officers adopt a transformational leadership style to facilitate effective knowledge sharing within their firms. Originality/value In a developing economy and amid the challenges of the global pandemic, there has been limited research exploring the possible effects that financial and nonfinancial incentives could have on work motivation and knowledge sharing. This research bridges this gap by providing a fresh perspective on work motivation and knowledge management in B2B firms, contributing novel insights to the literature.

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“…Deci and Ryan (2012) introduced the SDT as a theory of human personality within a social context. During the pandemic, turnover intention (Jung et al , 2021; Modaresnezhad et al , 2021; Sinclair et al , 2021), SDT has been widely used to study employee learning, health behaviours, family interactions and physical activities (Deci and Ryan, 1985; van Dorssen-Boog et al , 2021; Göhler et al , 2023; van der Goot et al , 2021; Kim, 2018; Maryam et al , 2021).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

Alawi¹,

Sankar²,

Akbar³

et al. 2023

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Purpose This study aims to examine the relationship between polychronicity, job autonomy, perceived workload, work–family conflict and high work demand on the health-care employee turnover intention during the COVID-19 pandemic. Design/methodology/approach The authors conducted quantitative research in private hospitals using a self-administered questionnaire, and 264 respondents participated. The authors also used an analysis of moment structures to determine the relationship between independent and moderating variables. Findings The results show a significant positive relationship between polychronicity, job autonomy, perceived workload, work–family conflict and high work demand, affecting turnover intention. This study also found the moderating effect of high work demand on work–family conflict and turnover intention. Research limitations/implications This research was limited to hospitals in Bahrain during the COVID-19 pandemic. Nevertheless, the findings highlight the factors associated with health-care employee turnover intention and only five factors were identified. Practical implications This study enhances the theoretical and practical effects of turnover intention. The results provide a competitive benchmark for hospital managers, administrators and governing bodies of employee retention. Social implications It advances economics and management theory by enhancing the understanding of health-care employees’ turnover intention in Bahrain. It serves as a basis for future large-scale studies to test or refine existing theories. Originality/value To the best of the authors’ knowledge, this study is the first to adopt extrinsic variables in self-determination theory to measure the turnover intention of health-care employees. However, using resources in a crisis can be applied to any disaster.

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The mediating role of prosocial motivation in the context of knowledge sharing and self-determination theory

Cited by 14 publications

References 78 publications

Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

Unveiling the mechanism between fun at work and career satisfaction: the roles of organizational inclusion and inclusive leadership

A comparative analysis of financial and nonfinancial rewards on work motivation and knowledge sharing in a postpandemic era

Factors influencing turnover intention among healthcare employees during the COVID-19 pandemic in the private hospitals of Bahrain

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