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

Publikation: Forskning - peer reviewTidsskriftartikel

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Managing employee motivation: Exploring the connections between managers' enforcement actions, employee perceptions, and employee intrinsic motivation. / Mikkelsen, Maria Falk; Jacobsen, Christian Bøtcher; Andersen, Lotte Bøgh.

I: International Public Management Journal, Bind 20, Nr. 2, 2017, s. 183-205.

Publikation: Forskning - peer reviewTidsskriftartikel

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@article{b8d2df4cb50d47c7830d00bd460ad86b,
title = "Managing employee motivation: Exploring the connections between managers' enforcement actions, employee perceptions, and employee intrinsic motivation",
abstract = "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.",
author = "Mikkelsen, {Maria Falk} and Jacobsen, {Christian Bøtcher} and Andersen, {Lotte Bøgh}",
year = "2017",
doi = "10.1080/10967494.2015.1043166",
volume = "20",
pages = "183--205",
journal = "International Public Management Journal",
issn = "1096-7494",
publisher = "Routledge",
number = "2",

}

RIS

TY - JOUR

T1 - Managing employee motivation: Exploring the connections between managers' enforcement actions, employee perceptions, and employee intrinsic motivation

AU - Mikkelsen,Maria Falk

AU - Jacobsen,Christian Bøtcher

AU - Andersen,Lotte Bøgh

PY - 2017

Y1 - 2017

N2 - 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.

AB - 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.

U2 - 10.1080/10967494.2015.1043166

DO - 10.1080/10967494.2015.1043166

M3 - Journal article

VL - 20

SP - 183

EP - 205

JO - International Public Management Journal

T2 - International Public Management Journal

JF - International Public Management Journal

SN - 1096-7494

IS - 2

ER -