Distinct effects of intrinsic motivation and extrinsic rewards on radical and incremental creativity: The moderating role of goal orientations

Previous studies have investigated the role of intrinsic motivation and extrinsic rewards in enhancing employee creativity. However, the possibility that these motivational factors affect the creativity of different types remains largely unexplored, particularly in the organizational settings. Moreover, the potential that personality traits may moderate the function of these motivational factors toward creativity is another underresearched area. By drawing on the person–situation interaction perspective, we propose that both intrinsic motivation and extrinsic rewards predict creativity but of different types. Thus, we diverge from the view that creativity is a uniform criterion domain by adopting the distinction between radical and incremental creativity. Our empirical analysis of 220 independent employee–supervisor dyads confirmed that intrinsic motivation and extrinsic rewards predict radical and incremental creativity, respectively. Moreover, the effects of intrinsic motivation on radical and incremental creativity are more positive for employees with higher learning goal orientation. By contrast, the effect of extrinsic rewards on incremental creativity is more positive for employees with higher performance goal orientation. This study offers elaborate and nuanced perspectives and insights into the role of different motivational processes in the development of different types of creativity.     

On Valuing Information in Adaptive‐Management Models

Abstract: Active adaptive management looks at the benefit of using strategies that may be suboptimal in the near term but may provide additional information that will facilitate better management in the future. In many adaptive‐management problems that have been studied, the optimal active and passive policies (accounting for learning when designing policies and designing policy on the basis of current best information, respectively) are very similar. This seems paradoxical; when faced with uncertainty about the best course of action, managers should spend very little effort on actively designing programs to learn about the system they are managing. We considered two possible reasons why active and passive adaptive solutions are often similar. First, the benefits of learning are often confined to the particular case study in the modeled scenario, whereas in reality information gained from local studies is often applied more broadly. Second, management objectives that incorporate the variance of an estimate may place greater emphasis on learning than more commonly used objectives that aim to maximize an expected value. We explored these issues in a case study of Merri Creek, Melbourne, Australia, in which the aim was to choose between two options for revegetation. We explicitly incorporated monitoring costs in the model. The value of the terminal rewards and the choice of objective both influenced the difference between active and passive adaptive solutions. Explicitly considering the cost of monitoring provided a different perspective on how the terminal reward and management objective affected learning. The states for which it was optimal to monitor did not always coincide with the states in which active and passive adaptive management differed. Our results emphasize that spending resources on monitoring is only optimal when the expected benefits of the options being considered are similar and when the pay‐off for learning about their benefits is large.     

实施系数制考核制度——强化内在安全生产管理的治本之策

安全生产管理科学有其建立背景和发展历程。对传统的、以外动力为主的管理模式,经长期实践和反思后,笔者主张改变动力方向,在管理上发挥内在动力的作用,并根据人产生内驱力的功利心理原理,创意地提出系数制的科学考核制度,利用人的心理因素和行为规律,激发、引导人有目的的进取行为,增强其良好动机推动力和对不良倾向的抵制力,从根本上调动、激励企业和职工搞好生产的积极性,使管理取得事半功倍的成效。