動機取向、組織創新氣候與員工創新行為之關係： Amabile動機綜效模型之驗證

The Relationships Among Motivational Orientations, Climate for Organization Innovation, and Employee Innovative Behavior︰A Test of Amabile's Motivational Synergy Model

蔡啟通(Chi-Tung Tsai) ； 高泉豐(Chuan-Feng Kao)

《管理學報》 21卷5期 (2004/10) Pp. 571-592

https://doi.org/10.6504/JOM.2004.21.05.02

摘要

本研究探討員工的動機取向及組織創新氣候分別與其創新行為之關係。其次，本研究欲驗證員工的外在動機是否會對內在動機與其創新行為之關係產生干擾效果；員工知覺的組織創新氣候是否會對外在動機與其創新行為之關係產生干擾效果。再者，本研究亦欲驗證員工外在動機對於內在動機與其創新行為的關係之干擾效果是否會受到組織創新氣候高低的干擾。本研究之受測對象為333員工，實得有效問卷254份。結果顯示，員工的內在或外在動機愈高，其愈會積極表現出創新行為；組織創新氣候愈高，亦愈會積極表現出創新行為。員工的外在動機會對內在動機與其創新行為之關係產生干擾效果，當員工的外在及內在動機均高則其更會積極表現出創新行為。員工外在動機對於內在動機與其創新行為的關係之干擾效果會受到組織創新氣候高低的干擾。當員工知覺到高的組織創新氣候時，外在動機會對內在動機與其創新行為之關係產生干擾效果。亦即，若員工知覺到高的組織創新氣候且外在動機高時，則員工的內在動機與其表現出之創新行為呈顯著正相關；然而，若員工知覺到高的組織創新氣候且外在動機低時，則員工的內在動機與創新行為較沒有關連。相對而言，當員工知覺到低的組織創新氣候時，外在動機不會對內在動機與創新行為之關係產生干擾效果。此外，員工知覺的組織創新氣候不會對外在動機與創新行為之關係產生干擾效果。

關鍵字

內在動機 ； 外在動機 ； 組織創新氣候 ； 創新行為 ； 動機綜效

並列摘要

One of the challenging problems facing managers is the manner in which they should promote employees’ innovative behavior at work. Previous research has implicated organization innovation climate (OIC) and individual differences in intrinsic and extrinsic motivational orientations as contextual and personal antecedents of innovative behavior respectively. Regarding the nature of the relationship between intrinsic and extrinsic motivation, Amabile (1993) proposed a model of motivational synergy, arguing that certain types of extrinsic motivation can combine synergistically with intrinsic motivation when an individual’s initial levels of intrinsic motivation are high. Furthermore, such synergistic motivational combinations can have positive, rather than negative, effects on innovative behavior.
This study examines the relationships among employees’ motivational orientations, OIC, and innovative behaviors. In addition to examining the independent associations between motivational orientations and OIC and innovative behavior, this study also explores whether employees’ extrinsic motivation has significant moderating effect on the relationship between employees’ intrinsic motivation and their innovative behaviors, and whether the OIC has significant moderating effect on the relationship between employees’ extrinsic motivation and their innovative behaviors. Finally, this study examines whether the moderating effect of employees’ extrinsic motivation on the relation between intrinsic motivation and innovative behaviors is, in turn, moderated by OIC.
Survey data on 254 employees from Taiwanese enterprises suggest that the employees who placed more importance on their intrinsic motivation or extrinsic motivation were more likely to perform innovative behaviors. The employees who perceived the higher OIC most had the higher innovative behaviors. In addition, the synergistic motivational combinations significantly led to high levels of innovative behaviors, providing support for the motivational synergy model. The intrinsic motivation had more of a positive impact on employee innovative behaviors when extrinsic motivation was high rather than low. This pattern was most pronounced for employees who perceived the high-OIC. In contrast, employees who perceived the low-OIC and high levels of the intrinsic motivation exhibited higher levels of innovative behaviors, regardless of the level of the extrinsic motivation. Finally, the OIC had no significant moderating effects on the relationship between the employees’ extrinsic motivation and their innovative behaviors.

並列關鍵字

Intrinsic motivation ； Extrinsic motivation ； Organizational innovation climate ； Innovative behavior ； Motivational synergy

參考文獻

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