• The Journal of Asian Finance, Economics and Business
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• v.8 no.12
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• pp.485-496
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• 2021

This study explores the direct relationship between challenge and hindrance demands affecting autonomous extrinsic motivation and sales performance. In addition, we examine the mediating role of autonomous extrinsic motivation in the relationship between challenge demands, hindrance demands, and sales performance. This study explores the direct relationship between challenge and hindrance demands affecting autonomous extrinsic motivation and sales performance. In addition, we examine the mediating role of autonomous extrinsic motivation in the relationship between challenge demands, hindrance demands, and sales performance. This study proceeded in two phases comprising preliminary and prime research. First, preliminary quantitative research was conducted through face-to-face interviews with 125 observations to analyze the reliability of the scale and exploratory factor analysis to evaluate the measurements. The data collected from 431 real estate market employees shows that both challenge and hindrance demands positively and negatively affect sales performance through autonomous extrinsic motivation. Furthermore, challenge demands and hindrance demands affect positive and negative sales performance through autonomous extrinsic motivation, respectively. This study suggests that business organizations should design job demands to ensure that challenging work is suitable for employees' job positions. Thus, they will contribute to motivation and help employees achieve job performance.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.1031-1040
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• 2021

The purpose of this research is to analyze the influence of job enrichment and empowerment on organizational commitment. In addition, the role of work motivation and job satisfaction in mediating the influence of job enrichment and employee empowerment on organizational commitment has also been examined in this study. The sample population consists of all the employees in the regional office of DJKN Bali and Nusa Tenggara, who hold executive positions and have served the office for ≥ 4 years. This study adopts the second-order Partial Least Square (PLS) model and the Smart PLS Version 3.0 program which is used as the analysis tool. The results revealed that: job enrichment has a significant influence on organizational commitment; employee empowerment has an insignificant influence on organizational commitment; work motivation and job satisfaction partially mediate the influence of job enrichment on organizational commitment; work motivation and job satisfaction fully mediate the influence of employee empowerment on organizational commitment. The findings can be used as organizational considerations in developing policies related to job enrichment and employee empowerment, which is expected to motivate and provide satisfaction for employees and improve their organizational commitment.

• The Journal of Industrial Distribution & Business
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• v.9 no.7
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• pp.71-82
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• 2018

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.

• Journal of Information Technology Applications and Management
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• v.21 no.4
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• pp.35-50
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• 2014

This study examines the relationshipsbetween the antecedents of repurchase intention, with special interest in the role of appraisal emotion and recreation motivation for arts attendance. Appraisal emotion is found to have significant influence on perceived value while recreation motivation is found to directly influence appraisal emotion and perceived value. In a addition to customer satisfaction, peripheral service quality is the only factor that directly affectsrepurchase intention. Arts managers ought to focus on improving the whole experience of performing arts.

• Journal of Korean Society for Quality Management
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• v.44 no.1
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• pp.121-138
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• 2016

Purpose: Financial institute employees have various education programs for enhancing customer satisfaction. The purpose of this study is to explore critical factors that affect the service commitment in the financial institution and to propose the implication for employee's service involvement. Methods: This study is intended to identify how service quality of education, servicescape, and learning motivation affect the service commitment. The research model proposed in this study is tested via a survey of 322 employees for financial institution employees. Results: This study shows that tangibles, reliability, assurance and ambient condition, physical structure, symbolic artifacts and internal motivation, extrinsic motivation significantly influence education satisfaction. Tangibles, reliability and ambient condition, physical structure, symbolic artifacts and internal motivation significantly influence affective service orientation and that tangibles, reliability, assurance and extrinsic motivation significantly influence altruistic service orientation. It also verifies that education satisfaction affective service orientation, and altruistic service orientation positively affect service commitment. Conclusion: This study suggests critical factors to promote service commitment in the financial institute. It has focused on not only the service quality of education program, but also servicescape and learning motivation as the meaningful factors for increasing the employee's service involvement.

• Journal of Distribution Science
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• v.21 no.3
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• pp.123-134
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• 2023

Purpose: The no-contact and economic downturn caused by COVID-19 have further grown the used market. The second-hand trading industry has established itself as a popular consumption culture, leading to exponential growth in the size of the market. This study aims to identify the types of shopping motivation for used products targeting Korean consumers, and to examine the relationship between shopping motivations for second-hand transactions, consumption values, and re-use intentions. Research design, data and methodology: The first study was conducted on 63 used trading platform users and the second study was conducted on 441 used trading platform users to identify the types of consumers' motivation for shopping for used products. Results: As a result of the first study, the shopping motivation types of Korean used product consumers were classified into convenience motivation, economic motivation, hedonistic motivation, information Acquisition motivation, and free time utilization motivation. As a result of the second study, it was found that convenience motivation had the greatest influence on functional values and hedonic motivation had the greatest influence on emotional values, and that functional values had a great influence on platform reuse intentions. Conclusions: This study provides practical implications for the establishment of marketing strategies for used trading platforms and academic implications for research related to used trading.

• Journal of Internet Computing and Services
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• v.19 no.1
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• pp.113-122
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• 2018

In today's rapidly changing environment, companies need to have proper strategies in place to meet the challenges that constant change presents. Being flexible, responding and adapting to changes can be valuable. However, they are essentially passive ways of dealing with situations. Creating new values and innovation are more active and effective strategies fora constantly changing environment. As such, most companies in e-business should focus on developing creativity across the board. Employees' creativity has become a critical factor in e-business. This paper explains how to increase workers' creativity through authentic leadership and psychological empowerment. As it is not machines or computers, but people, that are ultimately still responsible for creating novel outcomes, this study emphasizes the overriding importance of members' ability and leader's roles, which greatly influence followers' levels of motivation. Authentic leadership encourages members to reach and display their potential, and enhances their intrinsic motivation. Moreover, members' psychological empowerment is directly associated with both intrinsic motivation and autonomy, preconditions for creativity. Hence, these two dimensions- leadership and an individual's psychological state- will increase workers' creativity, which works to increase performance and create more opportunities not only at the individual level, but also at the team or organization level. The purpose of this paper is to explain the effects of authentic leadership on creativity and the moderating effects of psychological empowerment between authentic leadership and creativity in the e-business environment.

• Journal of Digital Convergence
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• v.18 no.2
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• pp.213-221
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• 2020

The purpose of this study was to apply Keller's ARCS motivational model to the business major English class and to investigate the effects of ARCS model on learning motivation and academic achievement. The subject for this study was 27 junior students majoring in business administration who took the business major English class. As a means of measurement, questionnaires and the results of written tests were used. The analysis on the results of the two groups, the experimental group applying ARCS model and the comparison group using the traditional lecture method, showed that the teaching-learning method applying ARCS model for the business major English class was effective in improving all elements of learning motivation such as attention, relevance, confidence and satisfaction, and in improving academic achievement in business English and business-related content.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.1
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• pp.495-505
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• 2021

In the current Covid-19 pandemic, technology's role is important; with technology, all activities can carry on. This study explains that technology, organizational culture, and job satisfaction at rural banks in Bali can be a motivation for improving performance, especially during a pandemic. A questionnaire is distributed online using Google Form to a total of 350 employees; the data is collected from a sample of employees from rural banks in Denpasar, Bali. Respondents had to meet the following criteria: a minimum work period of one year and a minimum high school education or equivalent. With these criteria, 100 samples were obtained. The dependent variable is employee performance; the independent variables are organizational culture, technology, and job satisfaction; the intervening variable is work motivation. This study uses Structural Equation Modeling with a variance-based or component-based approach with Partial Least Square. The study results show that organizational culture, job satisfaction, and technology provide motivation and have a significant positive effect on employee performance. However, organizational culture does not have a positive or direct impact on employee performance. The study results can be used as a basis for designing business strategies to improve employee performance in a competitive environment to advance the credibility of a bank.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.6 no.3
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• pp.61-84
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• 2011

This study tested the relationship between servant leadership and intrinsic motivation. And, the mediating role of intrinsic motivation between servant leadership and individual performance was also investigated. Based on related theory and literature review, 4 hypotheses were developed and tested. Questionnaires were distributed to 280 employees of 3 service enterprises. Among returned questionnaires, 214 samples were used for empirical study. According to results, listening behavior of supervisor had significant positive effects on intrinsic motivation of subordinate. But, sympathy behavior and service behavior of supervisor had no significant effects on intrinsic motivation of subordinate. Also, intrinsic motivation of subordinate had significant positive effects on job satisfaction and organization commitment. Finally, the results suggest that intrinsic motivation mediate the relationship between servant leadership and individual performance. The mediating role of intrinsic motivation between servant leadership and individual performance was partly or fully supported. Implications and directions for future research are discussed in conclusion.