of a reward that is separate from the act itself. The most common example is financial payment for services rendered.
Research often concludes that intrinsic motivation is much more useful for motivating creativity and innovation than extrinsic motivation. In fact some authors (Amabile, 1997; Fernandez and Moldogaziev, 2012) suggest that extrinsic motivation, especially in the form of rewards for short-term performance, can result in a narrower view of the task and can cause employees to avoid innovative ways of doing things (see Box 3.3).
Box 3.3. Amabile's componential theory of creativity
The componential theory of creativity, and the research that underlies it, suggest a number of management implications for the motivation for creativity …show more content…
This public service motivation is driven by a sense of altruism and prosocial behaviour. Research, although limited, generally supports the idea that people with high levels of public service motivation seek jobs in public organisations. The concept of public service motivation suggests that not all private sector motivational practices may have the same relevance in public sector institutions.
Opportunity to innovate
Even when a workforce is made up of highly capable and motivated individuals, they may not effectively and efficiently achieve their goals if they have no opportunity to do so. Considering opportunity shifts the focus away from the individual and towards the organisation of work and the structures that organisations use to align resources with objectives.
First, employees need to be appropriately matched to a job that reflects their skills and passions, and to stretch their abilities to provide a level of challenge requiring creativity. This requires a good knowledge about employees and their
Research often concludes that intrinsic motivation is much more useful for motivating creativity and innovation than extrinsic motivation. In fact some authors (Amabile, 1997; Fernandez and Moldogaziev, 2012) suggest that extrinsic motivation, especially in the form of rewards for short-term performance, can result in a narrower view of the task and can cause employees to avoid innovative ways of doing things (see Box 3.3).
Box 3.3. Amabile's componential theory of creativity
The componential theory of creativity, and the research that underlies it, suggest a number of management implications for the motivation for creativity …show more content…
This public service motivation is driven by a sense of altruism and prosocial behaviour. Research, although limited, generally supports the idea that people with high levels of public service motivation seek jobs in public organisations. The concept of public service motivation suggests that not all private sector motivational practices may have the same relevance in public sector institutions.
Opportunity to innovate
Even when a workforce is made up of highly capable and motivated individuals, they may not effectively and efficiently achieve their goals if they have no opportunity to do so. Considering opportunity shifts the focus away from the individual and towards the organisation of work and the structures that organisations use to align resources with objectives.
First, employees need to be appropriately matched to a job that reflects their skills and passions, and to stretch their abilities to provide a level of challenge requiring creativity. This requires a good knowledge about employees and their