외재적 보상과 내재적 보상이 조직유효성에 미치는 영향: 중국 국유기업과 사유기업의 경우

유류 ( Liu Liu ),이금희 ( Jinxi Michelle Li ) 아시아.유럽미래학회 2017 유라시아연구 Vol.14 No.1

After the implementation of reform policy in 1978 and the successful transition of planned economy to a market economy in 1992, China has established various types of enterprises including state-owned enterprises, collective ownership enterprises, private enterprises and foreign-funded enterprises. Among them, state-owned and private enterprises are significantly different in terms of size, organizational structure, human resources management, employment stability and compensation. This study aims to investigate the effects of extrinsic(money, benefits) and intrinsic(job) rewards on organizational effectiveness(job satisfaction and work effort) among the private and state-owned enterprises in China. Moderating roles of enterprise types(state-owned and private enterprises) and distributive justice between the two types of rewards and organizational effectiveness were also examined. Survey data from 403 Chinese employees(215 private firms, 188 state-owned enterprises) were tested using hierarchical regression analysis, which confirmed significant effects of extrinsic and intrinsic rewards on both job satisfaction and work effort. Intrinsic rewards had a stronger effect than extrinsic rewards on both job satisfaction and work effort. Furthermore, enterprise types were found to moderate the relationship between intrinsic rewards and job satisfaction, extrinsic rewards and work effort as well as between intrinsic rewards and work effort. Specifically, extrinsic rewards had a stronger effect on work effort in state-owned enterprises(than private firms), intrinsic rewards had a stronger effect on job satisfaction in state-owned enterprises(than private firms), and intrinsic rewards had a stronger effect on work effort in private firms(than state-owned enterprises). Moreover, distributive justice moderated the relationship between extrinsic/intrinsic rewards and organizational effectiveness. To be specific, extrinsic rewards had a stronger effect on both job satisfaction and work effort among the group with high distributive justice, while intrinsic rewards had a stronger effect on work effort among the group with low distributive justice. Distributive justice is about extrinsic rewards such as pay, thus the group with high distributive justice is more likely to be attracted by extrinsic rewards, while the group with low distributive justice tends to be motived by intrinsic rewards. Therefore, intrinsic rewards could maximize work effort in the case of low distributive justice. According to cognitive evaluation theory, extrinsic rewards such as pay will reduce intrinsic motivation in a work. In other words, when people are paid for work, it feels less like something they want to do and more like something they have to do. Thus, intrinsic rewards couldn`t function well in the case of high distributive justice because of the extrinsic rewards and the effect of intrinsic rewards on work effort will decrease accordingly. This study implies that Chinese enterprises need to provide intrinsic rewards as well as extrinsic rewards. The intrinsic rewards that fit Chinese reality are the establishment of learning organization and psychological awards such as “advanced workers”, “technical expertise”, “innovation award”, and “energy-saving award”. State-owned enterprises were inferior to private firms in rewards, distributive justice and work effort. These are all due to the equal reward systems in state-owned firms, and this “average prize” refers to the Chinese Confucian ideology “Do not suffer from oligopoly and suffer from uneven, not suffering from poverty and suffering from anxiety”. State-owned enterprises should increase pay level(extrinsic rewards) for top talents to avoid their turnover. Furthermore, state-owned enterprises need to use scientific indicators to evaluate the performance of CEOs and to select qualified CEOs who used to be dispatched by Chinese government.

외재적 보상과 내재적 보상이 조직유효성에 미치는 영향

유류(Liu Liu),이금희(Jinxi Michelle Li) 한국경영학회 2016 한국경영학회 통합학술발표논문집 Vol.2016 No.8

1978년 11계 3중 전회를 계기로 중국은 개혁과 개방의 정책을 펼치었다. 1992년 계획경제에서 시장경제에로의 성공적인 전환을 거쳐 현재 중국은 국유기업, 집단소유제 기업, 사유기업 및 외자기업 등 여러 가지 소유형태의 기업이 공존하는 기업체제를 확립하였다. 그 중에서 국유기업과 사유기업은 기업의 규모, 조직구조, 인적자원관리, 고용 안정성, 보상 등의 측면에서 현저한 차이가 있다. 본 연구는 중국 국유기업과 사유기업의 외재적 보상(금전, 복리후생)과 내재적 보상(직무)이 직무만족과 직무노력에 미치는 영향을 살펴보고, 이 두 가지 기업유형의 차이점을 감안하여 기업유형(국유기업, 사유기업)과 공정성 인식을 조절변수로 설정하여, 기업유형과 공정성 인식에 따라 보상이 조직유효성(직무만족, 직무노력)에 미치는 영향이 어떻게 다른지를 살펴보고자 하였다. 연구 대상 총 403 명(사유기업 종업원 215명, 국유기업 종업원188명)에 대한 설문조사를 근거로 한 다중회귀분석결과는 아래와 같다. 외재적 보상(금전)과 내재적 보상(직무)은 직무만족과 직무노력에 모두 정(+)의 영향을 미치는 것으로 나타났고, 내재적 보상이 직무만족과 직무노력에 미치는 영향은 모두 외재적 보상보다 더 컸다. 기업유형은 내재적 보상과 직무만족의 관계, 그리고 외재적 및 내재적 보상과 직무노력의 관계를 조절하는 것으로 나타났다. 구체적으로 보면, 국유기업이 사유기업보다 외재적 보상과 직무노력 간의 정적 관련성, 내재적 보상과 직무만족 간의 정적 관련성이 더 강하게 나타났고, 사유기업이 국유기업보다 내재적 보상과 직무노력 간의 정적관련성이 더 강하게 나타났다. 또한 공정성 인식은 외재적 보상과 직무만족, 직무노력 간의 관계를 조절하여 공정성 인식이 높을수록 외재적 보상이 직무만족, 직무노력에 미치는 영향이 모두 더 크고, 내재적 보상이 직무만족, 직무노력에 미치는 영향이 오히려 더 작은 것으로 나타났다. 이는 공정성 인식이 낮을수록 내재적 보상이 조직유효성에 미치는 영향이 더 큼을 의미하는 것으로서, 공정성 인식이 낮을 경우 내재적 보상을 제공함으로써 조직유효성을 크게 증대할 수 있음을 의미한다. 공정성 인식은 주로 외재적 보상에 대한 인식이므로 공정성 인식이 높은 집단은 외재적 보상에, 공정성 인식이 낮은 집단은 내재적 보상에 더 동기부여 된다. 본 연구는 전통적으로 금전보상에만 치중하던 중국기업들이 관리관행을 바꾸어서 업무의 자율성, 흥미 등을 통한 내재적 보상도 함께 제공해야 함을 시사하고 있다. 특히 국유기업은 핵심인재에 대한 금전적 보상을 늘림으로써 이들의 유출을 막아야 한다. 국유기업은 사유기업에 비해 보상, 공정성 인식, 직무노력 등에서 모두 더 열세인 것으로 나타났다. 국유기업 종업원들의 동기부여를 높이기 위한 방안으로서의 성과급제도는 공기업의 특성상 업무가 매우 다양하고 성과측정이 곤란한 업무가 많아 평가지표의 설정 및 개발이 어렵고 보수주의 · 온정주의 성향이 강한 집단주의 조직문화 등으로 인해 많은 현실적 한계가 있다. 그리고 국유기업은 합리적이고 과학적인 방법으로 경영자를 선발 및 평가해야 한다. After the implementation of reform policy in 1978 and the successful transition of planned economy to a market economy in 1992, China has established various types of enterprises including state-owned enterprises, collective ownership enterprises, private enterprises and foreign-funded enterprises. Among them, state-owned and private enterprises are significantly different in terms of size, organizational structure, human resources management, employment stability and compensation. This study aims to investigate the effects of extrinsic(money, benefits) and intrinsic(job) rewards on organizational effectiveness(job satisfaction and work effort) among the private and state-owned enterprises in China. Moderating roles of enterprise types(state-owned and private enterprises) and perception of justice between the two types of rewards and organizational effectiveness were also examined. Survey data from 403 Chinese employees(215 private firms, 188 state-owned enterprises) were tested using hierarchical regression analysis, which confirmed significant effects of extrinsic and intrinsic rewards on both job satisfaction and work effort. Intrinsic rewards had a stronger effect than extrinsic rewards on both job satisfaction and work effort. Furthermore, enterprise types were found to moderate the relationship between intrinsic rewards and job satisfaction, extrinsic rewards and work effort as well as between intrinsic rewards and work effort. Specifically, extrinsic rewards had a stronger effect on work effort in state-owned enterprises(than private firms), intrinsic rewards had a stronger effect on job satisfaction in state-owned enterprises(than private firms), and intrinsic rewards had a stronger effect on work effort in private firms(than state-owned enterprises). Moreover, perception of justice moderated the relationship between extrinsic/intrinsic rewards and organizational effectiveness. To be specific, extrinsic rewards had a stronger effect on both job satisfaction and work effort among the group with high perception of justice, while intrinsic rewards had a stronger effect on both job satisfaction and work effort among the group with low perception of justice. Perception of justice is about extrinsic rewards such as pay, thus the group with high perception of justice is more likely to be attracted by extrinsic rewards, while the group with low perception of justice tends to be motived by intrinsic rewards. Therefore, intrinsic rewards could maximize organizational effectiveness in the case of low perception of justice. This study implies that Chinese enterprises need to provide intrinsic rewards such as job autonomy, responsibility and interests as well as extrinsic rewards. State-owned enterprises should increase pay level(extrinsic rewards) for top talents to avoid their turnover. Furthermore, state-owned enterprises were inferior to private firms in rewards, perception of justice and work effort. As an intervention to increase motivation for employees in state-owned enterprises, performance-based pay systems seem to be plausible. However, the systems have a limitation because of the difficulty to measure performance for diverse tasks and of conservative organizational culture. State-owned enterprises need to use scientific indicators to evaluate the performance of CEOs and to select qualified CEOs who used to be dispatched by Chinese government.

내재적 독서 동기 촉진 교수 전략에 대한 이론적 탐색 : 외적 보상이 내재적 독서 동기에 미치는 영향을 중심으로

류수경 ( Ryu Su-kyeong ) 한국독서학회 2020 독서연구 Vol.0 No.54

본 연구는 외적 보상과 내재적 동기의 관계에 대한 이론적 논의를 검토하여 학습자의 내재적 독서 동기를 촉진하기 위한 교사의 교수 전략의 원리와 방법을 도출하였다. 외적 보상을 제공하는 것은 행동주의적 접근으로서 현재 학교 현장에서 많이 사용하는 독서 동기 촉진 전략이다. 그런데, 외적 보상을 제공하는 것은 ‘미니맥스 전략’을 사용하게 하고 오히려 내재적 독서 동기를 떨어뜨리는 등 ‘보상의 숨겨진 대가’가 나타난다. 이러한 현상의 원인과 대책을 살펴보기 위해 본 연구에서는 동기에 대한 내인성 귀인 이론, 과잉정당화 이론, 인지 평가 이론을 검토하였다. 그 결과 인간은 외적 보상에 따라 기계적으로 반응하여 행동하는 존재가 아니라, 자신을 둘러싼 외적인 상황과 상호작용하면서 자신의 행동을 조절하는 능동적인 존재이기 때문에, 보상이 제공되었을 때 오히려 내재적 동기가 낮아질 수 있으며, 통제적이지 않고 정보적인 방식으로 보상이 주어질 경우에는 내재적 동기가 저해되지 않을 수 있다는 점을 확인하였다. 이상의 이론적 논의를 종합하여 학습자의 내재적 독서 동기를 촉진하기 위한 접근법으로는 행동주의적인 접근이 아니라 인본주의적이고 인지주의적인 접근을 제시하였고, 교수 전략의 원리는 독서 과제를 설계하고 제시하는 단계에서는 자율성 욕구 충족의 원리, 독서 수행에 대한 피드백 단계에서는 유능성 욕구충족의 원리를 제시하였다. 자율성 욕구를 충족시키기 위한 독서 과제 설계 및 제시 전략의 방법으로는 정보적 방식으로 선택권을 제공하기, 독서 과제를 수행하는 합리적 근거 제공하기를 제시하였고, 유능성 욕구를 충족시키기 위한 독서 수행 피드백 전략의 방법으로는 정보적인 칭찬과 함께 유형적 보상 제시하기, 독서와 관련된 보상 주기, 예상하지 못한 보상 주기를 제시하였다. This study focused on theoretical discussions on the relationship between external rewards and intrinsic motivations to draw implications for teachers 'teaching strategies to promote learners' reading motivation. Providing external rewards is a behavioral approach and is a popular strategy for promoting reading motivation in current school settings. However, providing external rewards results in ‘hidden costs of rewards’ such as using ‘minimax strategy’ and reducing intrinsic reading motivation. In order to examine the causes and countermeasures of this phenomenon, this study examined the Endogenous Attribution Theory, Overjustification Theory, Cognitive Evaluation theory for motivation. As a result, human beings are not beings that react mechanically to external rewards, but are active beings that control their behavior while interacting with external situations surrounding them, so that incentives can be lowered when rewards are provided. It also confirmed that intrinsic motivation may not be impaired if compensation is given in an uncontrolled and informative manner. Through the above theoretical discussion, this study emphasized the humanistic and cognitive approach, not the behaviorist approach, as an approach to promoting learner's intrinsic reading motivation. The principles of teaching strategy suggested the principle of meeting the needs of autonomy in designing and presenting the reading task and the need of competence in the feedback stage of reading performance. As strategies for designing and presenting reading tasks to meet autonomy needs, it is suggested to provide learners with the authority to choose in an informative manner and to provide a rational reasons for performing reading tasks. As a strategy for a feedback on reading performance to meet competency needs, it is suggested to give tangible rewards along with informative compliment, reading-related reward, unexpected reward.

Rewards, Satisfaction and Economic Trends under Nonlinear Assumption

Komal KHALID,Adnan SH OAIB 한국유통과학회 2019 The Journal of Asian Finance, Economics and Busine Vol.6 No.2

The purpose of this study to investigate the impact of rewards on job satisfaction and whether economic trends moderate the relationship of job satisfaction and rewards or not. Furthermore, this study also investigates whether the relationship between job satisfaction and reward is linear or nonlinear and whether the relationship diminishes or improves with predictor inclusion. Data collection was done through online and self-administered questionnaires by adopting cluster sampling technique from higher education institutions of Pakistan. Results based on 2160 responses suggest that economic trends moderate the relationship of job satisfaction and reward while assuming the economic trends as perceived rewards. The logit model was adopted to probabilistic relationship between job satisfaction and reward in moderation with economics trends. The moderations magnify the impact of rewards on job satisfaction. The job satisfaction is more sensitive to extrinsic reward as compared to intrinsic reward. The relationship of job satisfaction and reward is nonlinear for both extrinsic and intrinsic reward suggesting the diminishing relationship of job satisfaction and rewards. This study has pivotal implication for the higher education sector as it helps the sector to align the rewards with economic and trends and can normalize the reward after assessing the nonlinear stricture of relationship.

현장관리자의 리더십, 근로자 참여, 내재적 보상

김동배,김기태 한국노동연구원 2015 노동정책연구 Vol.15 No.3

According to the process model of Strategic Human Resource Management, line managers create the gap between intended/designed HR practices and actual/implemented HR practices. Using survey data from production workers in a Korean manufacturing firm (N=2,220), this study examines the effect of supervisor’s transformational leadership on the employee involvement and intrinsic rewards. We proposed research model that employee involvement would mediate the relationship between supervisor’s transformational leadership and intrinsic rewards. We found that supervisor’s transformational leadership was positively related with employee involvement and intrinsic rewards. We also found that employee involvement partially mediated the relationship between supervisor’s transformational leadership and intrinsic rewards. We suggested the implications of our study and proposed further research questions. 전략적 인적자원관리의 프로세스 모형에 의하면, 기업이 의도적으로 설계한 인사관행과 라인관리자가 실제로 실행하는 인사관행 간에는 격차가 존재할 수 있다. 본 연구는 2014년 한국의 제조업체 직접부문 생산직 근로자를 대상으로 실시한 설문조사 자료(N=2,220)를 사용하여 일선 현장관리자인 반장의 변혁적 리더십, 근로자 참여, 내재적 보상 간의 관계를 분석하였다. 분석 결과, 근로자 참여는 현장관리자의 변혁적 리더십과 내재적 보상 간의 관계를 부분적으로 매개(partial mediation)하는 것으로 나타났다. 이러한 분석 결과는 라인관리자의 리더십과 실행된 인사관행 그리고 근로자 태도나 행위 간의 관계를 매개관계로 가정하는 선행연구들의 결과들과 일치한다. 한편 본 연구는 현장근로자의 참여는 인사제도나 관행 그 자체뿐 아니라, 직접적으로 접촉하는 현장관리자의 특성에도 많은 영향을 받을 수 있다는 점을 확인하였다는 점에서 기존의 선행연구들과 차별성이 있을 것이다.

내재적 학습 동기 연구의 동향과 과제

양미경(Yang, Mikyeong) 한국열린교육학회 2012 열린교육연구 Vol.20 No.4

본 연구는 내재적 학습 동기에 대한 선행 연구의 동향을 비판적으로 검토하고 대안적인 연구의 방향을 모색하였다. 선행연구의 주요 동향을 요약하면, 첫째, 학습 동기의 유형 및 특성과 관련한 연구가 많이 이루어졌는데, 자기결정성 이론을 중심으로 학습 동기의 유형이 세분화되어 제시되었고, 일차원적 양극 분류를 넘어선 이차원적 네 가지 유형의 분류가 제안되었으며, 학습 동기가 안정적인 특성인지 혹은 상황에 따라 변하는 불안정한 특성인지 등에 대한 논의들이 있어왔다. 둘째, 외적 보상이 내재적 학습 동기에 어떠한 영향을 미치는가에 대해 많은 연구들이 수행되어 왔는데, 내재적 학습 동기를 저하시킨다는 입장과 그렇지 않다는 입장이 혼재하고 있음을 알 수 있었다. 그러나 그간의 방대한 선행 연구에도 불구하고 정작 내재적 학습 동기의 본질적 특성과 의의가 충분히, 그리고 정당한 방식으로 규명되어 왔다고 보기는 어려웠다. 본 연구에서는 그 주된 원인이 그간의 연구가 주로 학교 상황을 전제로 함으로써 학습을 수동적이고 억압적인 특성으로 간주했다는 점에 있음을 지적하고, ‘학교’의 맥락이 아닌 ‘교육’의 맥락으로 시각을 전환할 필요가 있음을 강조했다. 또한, 내재적 학습 동기는 ‘학습 대상의 내재 가치’에서 비롯되는 동기와 ‘학습 그 자체의 내재 가치’에서 비롯되는 동기로 대별될 수 있으며, 양자가 차별적으로 인식될 필요가 있음을 강조하였다. 아울러, 집단적 실험상황을 통해 효과를 검증하는 실증적 연구방법론 위주의 연구가 지닌 한계에 주목하고, 사례연구를 통한 심층적, 맥락적 연구가 요청됨을 제안하였다. In spite of its prevalence and importance, intrinsic motivation in learning has been underestimated and misconceptualized. This study critiques the limitations of contemporary studies and suggests implications for further research. In the first section of this article, the studies on intrinsic motivation in learning are reviewed around two general issues: 1) the types and characteristics of learning motivation, 2) the effects of extrinsic rewards on intrinsic motivation in learning. The controversies on intrinsic-extrinsic dichotomy vs. continuum, bi-polarity vs. quadri-polarity, and trait vs. nontrait conceptualization are discussed. And the controversial issue that extrinsic rewards can undermine intrinsic motivation in learning are examined. In spite of the vast number of studies on intrinsic motivation in learning, there seems no significant progress. This critical review reveals that the root of the problem lies in the fact that they have failed to find an endogenous conceptual framework of education, and they have been heavily dependent on the paradigm of positivism.. The main problems and recommendation for further research are summarized as follows: In most precedent studies learning process is portrayed as something imposed upon the learner, learners are considered receptive, and objective criteria are applied in evaluating learners' achievement. Such theories have no way to deal with an intrinsic tendency to learn, and thus they have located the reasons for learning in such things as rewards or social controls. In conventional studies the notion of education is identical with that of schooling, and the value of education is reduced into that of learning content. However the nature of schooling is definitely different with that of education which is an ongoing lifelong interactive practice. The value of learning content needs to be reconceptualized as a means to provide the substance to realize the educational interest and enthusiasm, thus the value of learning itself should be discriminated with the value of learning content. Finally, the deficiency of explanatory power and inconsistencies in research results indicate the ineffectiveness of the positivistic paradigm. Several areas of research on intrinsic motivation worthy of investigation and solvable through a nonpositivistic approach can be identified.

사회적 네트워크를 통한 혁신행동의 향상: 지식공유와 내재적 보상의 역할

조일현,양재완 대한경영학회 2022 大韓經營學會誌 Vol.35 No.2

Innovative behavior is essential for growing organizational functions and this discretionary behavior is affected by how social network is organized. This study investigated the relationship among team social network, innovative behavior, knowledge sharing, and intrinsic rewards. This research studied employee’s knowledge sharing as a mediator in the relationship between team social network and innovative behavior. And also examined intrinsic rewards as a moderator in the relationship between team social network and knowledge sharing. Based on theoretical review, the research model and hypotheses were set and empirical data were collected using a set of questionnaires. All research variables were measured on a five-point Likert scale(from 1=strongly disagree to 5=strongly agree). This survey was collected from employees working in 122 teams and used for sociometrics analysis. This study tested an EFA & CFA for the validity test and reliability test for Cronbach’s α test. Afterward hierarchical regression analysis was tested and Process Macro was tested for indirect effect hypotheses. The test result showed the positive relationship between team social network density and innovative behavior and the negative relationship between team social network centralization and innovative behavior. The mediating model analysis exhibited that the knowledge sharing mediated the effect of team social network-density and centralization- and innovative behavior. We also found that intrinsic rewards in organization moderated the relationship between team social network and knowledge sharing such that social network density boost positive effect related to knowledge sharing when higher intrinsic rewards are given. Findings of the study were discussed along with theoretical and empirical reviews and the limitations and future direction of the study. 현대 조직이 급변하는 경영환경에서 경쟁우위를 확보하기 위하여 지속적인 혁신을 추구함에 따라 변화하는상황에 능동적으로 대응하는 혁신행동이 강조되고 있으며 이에 영향을 미치는 요소로써 사회적 네트워크에주목하고 있다. 본 연구는 팀제의 보편화 실정을 고려하여 팀 맥락에서 팀의 사회적 네트워크가 혁신의핵심요소인 혁신행동에 어떠한 영향을 미치는지를 고찰하며 특히 사회적 네트워크와 혁신행동을 연결하는주요 경로로서 지식공유의 역할과 이 과정에서 내재적 보상의 조절효과를 실증하고자 한다. 구체적으로 보면, 팀의 사회적 네트워크가 혁신행동에 직접적으로 미치는 영향과 지식공유에는 어떠한 영향을 미침으로써궁극적으로 혁신행동에 기여하는지에 대한 간접적인 영향을 살펴보고 이 과정에서 내재적 보상이 미치는조절효과를 검증한다. 이를 통하여 사회적 네트워크가 혁신행동에 미치는 관계에 대한 전반적인 실증적매커니즘을 파악한다. 가설의 검증을 위해 122개 팀을 sociometrics를 적용하여 분석한 결과, 팀의 사회적네트워크 밀도는 혁신행동과 지식공유에 정(+)의 영향을 미치며 집중도는 혁신행동과 지식공유에 부(-)의영향을 미치는 것으로 나타났고 지식공유는 사회적 네트워크와 혁신행동을 매개하는 것으로 나타났다. 또한내재적 보상은 사회적 네트워크와 지식공유의 관계에서 조절효과가 있는 것으로 나타났다. 이러한 결과는사회적 네트워크는 혁신행동에 직접적으로 영향을 미칠 뿐 아니라 지식공유에 영향을 미침으로써 궁극적으로혁신행동에 영향을 미치며 이 과정에서 내재적 보상은 사회적 네트워크의 지식공유에 대한 영향을 조절하는것으로 확인된다. 따라서 팀의 사회적 네트워크는 혁신행동에 직접적으로 영향을 미칠 뿐 아니라 지식공유에영향을 주어 궁극적으로 혁신행동에 영향을 미치므로 기업현장에서 사회적 네트워크와 지식공유의 역할이강조된다. 아울러 내재적 보상에 따라 사회적 네트워크에 의한 지식공유 성과가 달라질 수 있음을 밝힘으로써혁신행동을 위한 지식공유의 효과를 높이기 위해 어떠한 조직적 노력이 필요한지에 대하여 시사점을 제공한다. 본 연구는 사회적 네트워크를 통한 혁신행동 창출 프로세스를 통합적으로 접근함으로써 기업성장을 위한현실적인 시사점을 도출하고, 결론에서는 실증결과의 요약과 본 연구가 갖는 학문적·실무적 의의와 연구의한계 및 향후 연구방향을 제시하였다.

자기제시가 구전의도에 미치는 영향

이청림(Cheong Lim Lee) 한국경영학회 2013 經營學硏究 Vol.42 No.1

Word of mouth (WOM) is a phenomenon that has received much attention in practical and academic applications in recent times. Especially, Many companies have recognized its importance and tried to generate positive WOM. These attempts have been mainly focused on increasing customer satisfaction, improving customer loyalty and generating positive WOMabout a company or product. It is therefore important to investigate the explanation of WOM occurrences. This study explains the reason why WOM has been occurred with a need for self-presentation of customers. Self-presentation(SP) is the use of behavior to communicate some information about oneself to others. That is, self-presentation is to express personal thought, feeling, and emotion toward himself/herself; thus, the consumption and purchase activity of goods is also one type of self-presentation. This study classified self-presentation into self-constructive SP and audience pleasing SP. Self-constructive SP is to express himself/herself according to his/ her inner ideal, while audience pleasing SP means an effort to have a good image in the public audience. Also, the study considers intrinsic motivation and extrinsic motivation as the mediators of self-presentation and WOM intention, and classified and took a look into these motivations into cognitive dimension and affective dimension, respectively. As the intrinsic motivation of a cognitive aspect, the study classified it as altruism. Meanwhile the study classified the intrinsic motivation of an emotional aspect as enjoyment. Then, the study classified the cognitive aspect of extrinsic motivation as reward, and the emotional aspect as recognition by others. In addition, this study examines the moderating role of product type(hedonic vs. utilitarian) is examined in the relationship between intrinsic/extrinsic motivation and WOM to identify the difference of the path coefficients in the cognitive and affective dimensions of intrinsic and extrinsic motivation. The key findings are as follows. First, self constructive SP has a positive effects on the cognitive and affective dimensions of intrinsic motivation; respectively altruism and enjoyment. Audience pleasing SP has not a significant effect on cognitive dimension of extrinsic motivation (monetary reward), while has a positive effect on affective dimension of extrinsic motivation (recognition). Second, the cognitive and affective dimensions of intrinsic motivation have a positive effect on WOM. The affective dimension of extrinsic motivation has a positive effect on WOM, while cognitive dimension of extrinsic motivation has not a significant effect. Third, the effects of intrinsic and extrinsic motivations on WOM show that the effect has different results by product type. The effect of cognitive dimension of intrinsic motivation on WOM is higher for utilitarian product than hedonic product while the effect of affective dimension of intrinsic motivation on WOM is higher for hedonic product than utilitarian product. This study provides more complete understanding of WOM theoretically. Key theoretical implications of the study are as follows. This study deals with the underlying process of WOM from the viewpoint of the sender while many studies about motivation of WOM are anecdotal evidence or conceptual research. This study has proposed the theoretical process of WOM and investigated it empirically: ``self-presentation→intrinsic/extrinsic motivation→WOM``. This study has several practical implications. For the purpose of the increasing the WOM, companies should emphasize not simply reward but the enjoyment and altruistic motivation. Additionally, WOM is able to increase by stimulating enjoyment with WOM itself for the hedonic products, whereas, it is effective to emphasize altruism for the utilitarian products.

The Interactive Effects of Motivation and Contingent Rewards on Employee Creativity

Soyeon Hwang,Heajung Jung 한국유통과학회 2018 The Journal of Industrial Distribution & Business( Vol.9 No.7

Purpose – This study examined the effects of intrinsic and extrinsic motivation on employee creativity. Past research has consistently shown that intrinsic motivation is positively related to creativity. Yet conflicting results have been reported about the relationship between extrinsic motivation and creativity. To explore the reason why extrinsic motivation can either help or hurt creativity, we examined the role of contingent rewards as a moderator and tested whether either tangible or intangible rewards contingent upon creative performance significantly impact the relationship between extrinsic motivation and creativity. Research design, data, and methodology – Survey data was collected from employees working for diverse organizations in Korea through online research firm. Only employees who reported their job or organization provided opportunities to use their creativity were allowed to continue the survey. Out of 305 initial responses collected, those with too much missing data were deleted, which finally left 278 responses for statistical analyses. To examine the validity of the measurements, confirmatory factor analysis was first conducted. Next, to test the hypothesized relationships, multiple hierarchical regression analyses were conducted. Results – As hypothesized, both intrinsic and extrinsic motivation had positive effects on creativity. It was shown that contingent rewards did not influence the positive relationship between intrinsic motivation and creativity, but did significantly moderate the relationship between extrinsic motivation and creativity in a way that tangible rewards strengthened the relationship while intangible rewards mitigated the same relationship. Conclusions – This research enhances our understanding on the relationship between motivation type, rewards, and creativity. Intrinsically motivated employees showed a high level of creativity regardless of whether rewards were expected or not. In contrast, extrinsically motivated employees showed more or less creative behavior depending on whether they were expected to have tangible or intangible rewards. As extrinsic motivation is typically associated with tangible rewards such as pay, promotion, etc., tangible rewards were seen to be more effective in promoting creative performance from extrinsically motivated employees than intangible rewards. Our findings make a significant theoretical contribution to reconcile prior inconsistent findings. Furthermore, they provide useful insights for managers and organizations into developing effective strategies for facilitating employee creativity.

조직의 보상이 호텔 프론트 데스크 종사원의 개인 창의성과 조직몰입에 미치는 영향

윤영일 ( Yeun Gil Yoon ),조문식 ( Moon Sik Cho ) 관광경영학회 2012 관광경영연구 Vol.51 No.-

The purpose of this study was examining structural relationships between organizational reward and front desk employee`s individual creativity and between organizational reward and organizational commitment. Based on literature review, two sub-dimensions of organizational rewards were derived: intrinsic reward and extrinsic reward. The existing theoretical background proposes a mediating concept between organizational reward and front desk employee`s organizational commitment. Based on the theoretical causal relationships between the constructs proposed, a conceptual model was proposed. The model was tested using the data collected from 183 hotel front desk employees. Data analysis indicates that two dimensions of organizational reward (intrinsic reward and extrinsic reward) helps to enhance front desk employee`s individual creativity and his(or her) creativity leads to increase his(or her) organizational commitment. Based on data analysis, theoretical/managerial implications were discussed.