Siinviidatud vabalevis olev tekst leidis oma koha peamiselt põhjusel, et suur hulk minuni jõudvatest praktikatest avalikest organisatsioonidest kas suhtuvad motiveerimisse üsna ükskõikselt või siis väga üldiselt. Kuna aga avalikud organisatsioonid – hoolimata turbulentsest väliskeskkonnast – haaravad ja peavad välja kandma hulgaliselt rutiinseid ülesandeid, siis võiks siinviidatud tekst paljudele huvi pakkuda. Sisemise ja välise motivatsiooni vahekord organisatsioonipraktikatega ning nende mõju loovusele, võiks olla kõikidele organisatsioonidega puutumuses olijatele piisavaks motivaatoriks, et motivatsiooniküsimustega tõsiselt tegeleda.

Kontekstiks:

The manufacturing sector contributed to 15% of the global GDP (World Bank, 2020a) and nearly 3% of the global annual growth in 2018 (World Bank, 2020c). This sector employs a large number of shopfloor employees, who are not typically portrayed as “creative.” […] The strategic human resource management literature (SHRM) widely references the idea of the factory as a “learning laboratory” (Appelbaum et al., 2000; Leonard-Barton, 1992; Wright et al., 2001), which proposes that employees at all levels have the potential to improve internal practices and processes, even if it is in an incremental way.

On neid, kes otsivad … (hea allikaviide, mis võiks huvi pakkuda)

Manufacturing companies have been seeking ways to increase their employees’ creativity. […] For example, Crafts Tech, a tool manufacturing company in the US, adopted an Employee Stock Ownership Plan, which was instrumental in moving the company to a culture of innovation (e.g., Ludema & Johnson, 2019).

Autorid lubavad:

in this article, we examine the extent to which creativity-contingent extrinsic rewards (CER) foster the creativity of employees performing routine roles, and we further theorize the mechanisms through which these effects arise. CER entail financial and non-financial elements (pay, recognition, and encouragement) focused on creative performance, rather than performance defined more generally (Eisenberger, 1992; Malik et al., 2015; Zhang et al., 2015).

Piits ja präänik:

Although the traditional view is that contingent rewards undermine intrinsic motivation because they distract employees’ attention away from the job toward extrinsic factors such as financial rewards, scholars more recently have posited that contingent rewards may not necessarily be damaging to intrinsic motivation. […] Although it is not a direct test of the extrinsic/ intrinsic rewards relationship, insight from a meta-analysis shows that where contingent rewards are creativity-oriented, they tend to increase creative performance.

Lugemishuvi suurendamiseks:

The results from the analysis revealed the crucial role of creativity-related intrinsic motivation in mediating the relationship between CER and employee creativity. […] This study specifically found that individualized support offered to employees by supervisors in high LMX relationships determined the value of CER in stimulating creativity among manufacturing workers.

Lin, C., Shipton, H., Teng, W., Kitt, A., Do, H., & Chadwick, C. (2022). Sparking creativity using extrinsic rewards: A self‐determination theory perspectiveHuman Resource Management.