Institut for Statskundskab

Managing employee motivation: Exploring the connections between managers' enforcement actions, employee perceptions, and employee intrinsic motivation

Publikation: Forskning - peer reviewTidsskriftartikel

DOI

A number of studies show that the use of external interventions, such as command systems and economic incentives, can decrease employee intrinsic motivation. Our knowledge of why the size of “the hidden cost of rewards” differs between organizations is, however, still sparse. In this paper, we analyze whether local managers—the primary enforcers of external interventions—affect how employees perceive a command system and thereby affect employee intrinsic motivation. Using a multilevel dataset of 1,190 teachers and 32 school principals, we test whether principals’ use of “hard”, “mixed” or “soft” enforcement of a command system (obligatory teacher-produced student plans) is associated with teacher intrinsic motivation. Results show that teachers experiencing a “hard” enforcement have lower intrinsic motivation than teachers experiencing a “soft” enforcement. As expected by motivation crowding theory, part of this association is mediated by teachers’ perceptions of the command. These findings support the motivation crowding argument that employee intrinsic motivation depend on the employees’ need for self-determination.
OriginalsprogEngelsk
TidsskriftInternational Public Management Journal
Vol/bind20
Tidsskriftsnummer2
Sider (fra-til)183-205
Antal sider23
ISSN1096-7494
DOI
StatusUdgivet - 2017

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