• Korean Journal of Child Studies
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• v.27 no.5
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• pp.183-193
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• 2006

Tests of intrinsic-extrinsic motivation, self-efficacy, and creativity were administered to 75 college students. Results were analyzed by Pearson's correlation, partial correlation and Barron and Kenny's(1986) model. The main results were that (1) creativity was positively correlated with intrinsic motivation and negatively correlated with extrinsic motivation. (2) Self-efficacy played an important mediating role in the relationship between extrinsic motivation and creativity, but not in the relationship between intrinsic motivation and creativity, suggesting that extrinsic motivation negatively affects creativity because it lowers self-efficacy, which is intimately related with creativity. (3) The negative effect of extrinsic motivation on creativity was explained by such sub-factors of self-efficacy as self-confidence and preference for difficult tasks, but not by self-regulatory efficacy.

• Management & Information Systems Review
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• v.20
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• pp.115-135
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• 2007

This study explored how intrinsic and extrinsic motivation relates to achieving creativity at project work. We were interested in differences in how motivational factors relate to creativity. Using data from the 98 engineers and researchers employed by a variety of companies, principal components factor analysis with marimax rotation was performed on the data. We examined effects of the moderate variables the intrinsic and extrinsic motivation and creativity relationship. The results indicate of positive mental involvement, the time and the resource constraints relates positively to creativity in organizations and that the relationship is a simple linear one. These outcomes are significantly related to intrinsic motivation and the creativity. In additions, extrinsic motivation is related to less the creativity. Our survey findings are also consistent with other sources of knowledge on the topic. Our results suggest that there are two different role: mental involvement, time and resources constraints, both of which predict creativity, and external control and extrinsic motivations reduce to creativity.

• The Journal of Industrial Distribution & Business
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• v.14 no.7
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• pp.19-26
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• 2023

Purpose: This study explores the intrinsic and extrinsic stress factors that affect employees' job satisfaction. The study reviews the literature on three intrinsic and three extrinsic stress factors that influence the job satisfaction level of employees, establishing the various research findings on the factors and finding the relevant links that such findings have to current research. Research design, data and methodology: The present researcher collected the relevant prior studies via literature content approach that was used by numerous previous works. The researcher transcribed the data gathered from the participants. The next analyst would code the different features of data systematically across the entire set of data, thereby collecting the relevant data for each of the codes. Results: The investigation suggests six stress factors to be connected to job satisfaction, such as Hours of Work Employee Job Satisfaction, Communication and Employee job Satisfaction, Leadership Style Employee Job Satisfaction, Competition Employee Job Satisfaction, Career Development Opportunities Employee Job Satisfaction, Strikes and employee Job Satisfaction Conclusions: This research concludes that organizations with proper communication channels will certainly influence their employees positively and hence give them job satisfaction. Overall, this qualitative research has found that intrinsic and extrinsic factors influence the job satisfaction level of employees in a workplace.

• Journal of the Korean Society for Library and Information Science
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• v.43 no.3
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• pp.297-312
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• 2009

This study examined the intrinsic and extrinsic motivational factors affecting the intention to contribute knowledge to online communities. It examined enjoyment, knowledge self-efficacy, and commitment as the intrinsic motivational factors, and anticipated reciprocity, image, and subjective norm as the extrinsic motivational factors. The results showed that intrinsic motivational factors, enjoyment and knowledge self-efficacy were found to have significant influences on attitudes towards knowledge contribution to online communities, but commitment was not. Of the extrinsic motivational factors, anticipated reciprocity was found to have a significant influence on attitudes toward knowledge contribution to online communities, but image and subjective norm were not.

• The Journal of Korean Physical Therapy
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• v.15 no.2
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• pp.157-167
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• 2003

Falls are a leading cause of injury, disability and death among people older than 65. Even without injury, falls cause a loss of confidence that results in reduced physical activity, increased dependency and social withdrawal. Fall prevention in the eldery people is a multifaced task that includes both the identification of risk factors and their modification strategies. Fall risk factors have been identified as both intrinsic and extrinsic. Intrinsic factors are those related to the physical and cognitive function of the person. Extrinsic factors are those which are included in the environmental hazards of everyday life. Combinations of interventions aimed at modifying both intrinsic and extrinsic risk factors can result in significant fall prevention in the geriatric population. This article selectively reviews the literature reporting exercise intervention to improve strength, balance and mobility.

• Journal of the Korea Safety Management & Science
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• v.16 no.2
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• pp.91-99
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• 2014

This paper reviewed the relationship between safety climate(management commitment, safety education, preventive activity) and safety participation, and the mediating effect of safety motivation(intrinsic and extrinsic motivation) in small business employee. Based on the responses from 270 employees, the results of multiple regression analysis appeared as follow; 1) management commitment, safety education, and preventive activity effect positively on intrinsic/extrinsic safety motivation. 2) management commitment, safety education, and preventive activity effect positively on safety participation. 3) intrinsic and extrinsic safety motivation effect positively on safety participation. 4) intrinsic safety motivation mediates between 3 climate factors(management commitment, safety education, preventive activity) and safety participation. 5) extrinsic safety motivation mediates between only management commitment and safety participation.

• The Journal of Industrial Distribution & Business
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• v.14 no.3
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• pp.9-17
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• 2023

Purpose: Intrinsic motivation can be affected by external factors and may not always be present in an employee. This study aims to shed light on the role of intrinsic and extrinsic motivation in driving employee performance and to determine which type of motivation has a greater impact on performance. Additionally, the research seeks to understand the impact of motivation on different employee characteristics, such as age, gender, and job tenure. Research design, data and methodology: The present author has obtained textual data from the current literature dataset, However, focusing on mostly journal articles and published books because it could provide the justification of reliability and validity and help to collect solid previous studies which is logically categorized themes. Results: The findings of the present research are divided into four differences (Difference in Job Satisfaction, Difference in Job Involvement, Difference in Organizational Commitment, and Difference in Turnover Intention), each focusing on one aspect of employee performance: job satisfaction, job involvement, organizational commitment, and turnover intention. Conclusions: Organizations can use the differences in employee performance based on intrinsic and extrinsic motivation to improve employee performance by recognizing the importance of intrinsic motivation, providing opportunities for employees to experience intrinsic motivation, and balancing extrinsic and intrinsic motivation.

• Journal of the Korea Institute of Building Construction
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• v.13 no.3
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• pp.242-252
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• 2013

Although many researchers and practitioners are in agreement about the potential applicability and benefit of BIM in construction, it is still unclear why BIM is adopted, and what factors enhance the adoption and implementation of BIM. As such, the mechanism of BIM acceptance and use remains in question. Therefore, this paper aims to identify the key factors affecting the acceptance of BIM in construction organizations, and to analyze the effect of intrinsic and extrinsic motivation factors on BIM acceptance. The key factors in BIM acceptance are identified through a literature review in TAM (Davis 1989) and related theories, and consolidated by interviews and pilot studies with professionals in the construction industry. Based on the factors, a questionnaire was designed and sent out to a total of 114 construction organizations in Korea, such as contractors, architects, and engineers. Using SPSS 12.0, the data was analyzed to determine the relationship between intrinsic and extrinsic motivation factors and BIM acceptance through multiple regression analysis. These findings will clarify what the highly prioritized factors are, and can also be used in an assessment tool for the performance of BIM utilization.

• The Korean Journal of Health Service Management
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• v.5 no.4
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• pp.95-111
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• 2011

The purpose of this study was to explore and analyse the work value of university students majoring in health care management. The subjects of this study were 300 students. Maryland Work Value Inventory was used and the data were collected using a structured and self-administrated questionnaire. As a result of factor analysis, the following results were obtained. First, the work value consists of six factors (financial remuneration, social status, social contribution, capability, achievement, proper pride) and it can be classified extrinsic work value (financial remuneration, social status) and intrinsic work value(social contribution, capability, achievement, proper pride). Second, The mean extrinsic work value(4.16) was higher than the mean intrinsic work value(3.80). The preference order of the work value was like this; financial remuneration(4.36) the first, achievement(4.05), social status(3.96), proper pride(3.93), capability(3.78), and social contribution(3.45) the last. Third, the mean of the economic stability in extrinsic work value was the highest. The factors meaningfully relating with intrinsic work value were age, school grade and the experience of job. Forth, as a result of regression analysis, the more school grade they have, the less extrinsic work value and the less their mother's level of education, the higher extrinsic work value.

• Asian Journal of Business Environment
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• v.5 no.4
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• pp.13-18
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• 2015

Purpose - Based on previous studies, this study extends current research and investigates whether the sub-factors of emotional intelligence increase job satisfaction or employee intrinsic and extrinsic motivation and perceived organizational support. Research design, data, and methodology - This study categorizes service employees' (consultants) emotional intelligence into four sub-factors: regulation of emotion, appraisal of emotion, utilization of emotion, and expression of emotion. The study then investigates the sub-factor effects on job satisfaction. A total of 353 valid questionnaires were collected. Results - The results of the path analysis showed that appraisal, utilization, and expression of emotion had a positive effect on intrinsic motivation, and utilization of emotion had a positive effect on extrinsic motivation. Extrinsic motivation had a positive effect on perceived organizational support and job satisfaction, and perceived organizational support had a positive effect on job satisfaction. Conclusion - As consultants' utilization of emotion is rendered as the ability to use emotion to improve performance, the conclusion is that such factors as monetary performance incentives are important in order to boost job satisfaction of the consultants.