Category: Volum 5

Intrinsic Rewards and Employee Creative Performance: Moderating effects of Job autonomy and Proactive personality A perspective of Self-determination theory

  • Sayed Sami Muzafary
  • Bonga Blessing Mdletshe

BUSINESS CREATIVITY AND THE CREATIVE ECONOMY, 5 (1) 2019 Article 3 | pages 13-33
Issue Copyright 2019 Tinkr
Article Copyright 2019 Sayed Sami Muzafary & Bonga Blessing Mdletshe ISSN: 2334-1130 print/2334-1149 online

DOI: 10.18536/jge.2016.01.1.1.02

Intrinsic Rewards and Employee Creative

Performance: Moderating effects of Job autonomy

and Proactive personality A perspective of Self-

determination theory


Sayed Sami Muzafary

College of Public Administration

Bonga Blessing Mdletshe

Huazhong University of Science and Technology

Abstract

The purpose of this research was to explore the effects of intrinsic rewards on employee creativity. It also explored the moderating effects of job autonomy and proactive personality for the linkage between intrinsic rewards for employee creativity in public universities. This research utilized a cross-sectional survey method to investigate four Kabul public universities in Afghanistan. A total of 400 matching pairs of subordinates and their immediate supervisor’s questionnaires were returned. Results demonstrated that intrinsic rewards positively correlated to employee creative performance. Furthermore, moderated path analysis showed that when job autonomy and proactive personality was high, intrinsic rewards for creativity had a positive direct effect on employee creative performance. This result adds to employee creative performance literature by empirically testing the moderating role of job autonomy and proactive personality in the intrinsic rewards for creativity and employee-creative performance link. Moreover, the outcomes showed that self- determination theory could be utilized as an overarching theory to explain how and why intrinsic reward for creativity can effect on employee creative performance.


Sayed Sami Muzafary | College of Public Administration
Corresponding author: s.muzafary@yahoo.com
Bonga Blessing Mdletshe | Huazhong University of Science and Technology | Wuhan | China
Note: The author attests that there are no conflicts of interest, that the data reported here are not used in any other publications and there are no infringements on previous copyrights.


Presenting an entrepreneurial developmental model Iran Public Libraries Using the Creativity and Psychological Empowerment of Employees

  • Mozhgan Ghasemi

BUSINESS CREATIVITY AND THE CREATIVE ECONOMY, 5 (1) 2019 Article 1 | pages 1-12
Issue Copyright 2019 Tinkr
Article Copyright 2019 Mozhgan Ghasemi

ISSN: 2334-1130 print/2334-1149 online DOI: 10.18536/jge.2016.01.1.1.02

Presenting an entrepreneurial developmental model

Iran Public Libraries Using the Creativity and

Psychological Empowerment of Employees


Mozhgan Ghasemi

University of Ahvaz, Iran and Farideh Osareh

Abstract

At the present time, employees’ innovative thoughts and ideas can be assumed to represent the origin of big changes in organizations. The present study aimed to investigate the relationship of the perceived organizational support and organizational creative climate with entrepreneurial development among the library employees. Creativity and psychological empowerment were examined as mediators. The sample of the study included 410 employees of Khuzestan Province Public Library Institution who were selected by random stratified sampling method and responded the organizational creative climate, perceived organizational support, psychological empowerment, organizational creativity questionnaires and also the entrepreneurial behavior inventory. For analyzing the data, in addition to use of descriptive methods (mean, Standard Deviation and correlation matrix), structural equation model (SEM) was used to check the proposed model, with the help of AMOS 21. Mediating relationships were tested in the proposed model by bootstrap method. Fit indices such as GFI, CGI, and RESMA have necessary quorum indicating that the proposed model fit with data. Results of the study showed the significance of all direct paths of perceived organizational support and organizational creative climate towards the entrepreneurial development. The insignificant paths were deleted, the model was modified and corrected. Fit indices of structural equation model showed the suitable fitness of modified model. Meanwhile, results of indirect relationships confirmed the significance of these relations. Summarizing the key findings, able people develop new ideas because of their sense of competence and mastery of the environment and go beyond learning to produce and develop self-awareness. Employees who are self-confident and motivated face challenges and seek a better alternative solution.


Department of Knowledge and Information Science | Masjed Soleyman Branch | Islamic Azad university |
Masjed Soleyman | Iran
Corresponding author: Mozhgan Ghasemi | ghasemi_azadm@iaumis.ac.ir
Note: The author attests that there are no conflicts of interest, that the data reported here are not used in any other publications and there are no infringements on previous copyrights.


How Humble Leaders Foster Employee Creativity: A Cross-Level Path Model

  • Chun-Yang Lee
  • Aichia Chuang

BUSINESS CREATIVITY AND THE CREATIVE ECONOMY, 5 (2) 2020 Article 1 | pages 34-55
Issue Copyright © 2020 Tinkr
Article Copyright © 2020 Chun-Yang Lee & Aichia Chuang

ISSN: 2334-1149 online
DOI: 10.18536/jge.2020.01.04

How Humble Leaders Foster Employee Creativity:

A Cross-Level Path Model


Chun-Yang Lee

School of International Business
Xiamen University Tan Kah Kee College
Zhangzhou Campus of Xiamen University
Zhangzhou China Merchants
Economic and Technological Development Zone

Aichia Chuang

University of North Carolina, Greensboro

Abstract

Drawing on social information-processing theory and the status-and-engagement perspective, a field study investigated the pathways through which team leader humility leads to employee creativity. Using a sample of 347 high-tech workers nested in 95 teams and their supervisors, this research theorized a multilevel model with data from multiple waves and sources. The results indicated that, at the individual level, leader humility perceived by individual employees boosted the employees’ self-perceived status, which then promoted employee creativity. At the team level, leader humility created a team voice safety climate, which then had a positive cross- level impact on team members’ creativity. This bridges the creativity and the leader humility literature by extending the social information-processing perspective of leader humility to integrate this perspective with research on individuals’ desire to develop and maintain a status and positive identity. Theoretical implications of these results and practical implications for management practices were discussed.


Chun-Yang Lee | School of International Business at Xiamen University Tan Kah Kee College | Zhangzhou, Fujian Prov- ince, P.R. China 363105 | [https://orcid.org/0000-0002-1080-5297]
Aichia Chuang | Department of Management | University of North Carolina at Greensboro | 365 Bryan Building
516 Stirling Street, Greensboro, NC 27412 | E-mail: achuang@uncg.edu | [https://orcid.org/0000-0002-3849-219X ] Correspondence: Chun-Yang Lee | leecy@xujc.com
Note: The author attests that there are no conflicts of interest, that the data reported here are not used in any other publications and there are no infringements on previous copyrights.
authorship.