Motivating Creativity and Enhancing Innovation through Employee Suggestion System Technology

Fairbank, James F.; Williams, S.N.

doi:10.1111/1467-8691.00204

Cited by 133 publications

(153 citation statements)

References 16 publications

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“…Hong (1995) proposed that rewards might motivate employees only when they yield rewards due to their sincere and hard work. Fairbank and Williams (2001) suggested thatto stimulate an employee's creativity managers should use rewards. Sonawane (2008) stated that it is not only important for their cognizing good job performances through rewards but also should be encouraged through providing proper feedback.…”

Section: Review Of Literaturementioning

confidence: 99%

Impact of Monetary Incentives on Employee’s Motivation: Shinas College of Technology, Oman - A Case Study

Al-Belushi

Khan

2017

ijmier

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PURPOSEThe objective of the study is to investigate the impact of monetary incentives on the Shinas College of Technology employees' motivation; to critically investigate the importance and the value of monetary incentives for the employees and also to critically examine which monetary incentive best suits and motivates the employees of Shinas College of Technology. METHODOLOGYThe study included samples of 130 employees from all the academic and non-academic staff of the college collected through a well-defined questionnaire. The data collection was done on a simple random sampling basis. FINDINGSThe study reveals that the employees of Shinas College of Technology are motivated by salary and on duty allowance rather than the other monetary incentives/benefits. PRACTICAL IMPLICATIONSThe study demonstrates that the monetary incentives have a direct impact on employees' motivation and the attractive financial incentive will boost most of them to work hard. SOCIAL IMPLICATIONSThe management of the selected college of study needs to identify the right kind of monetary incentive to their staff so that the employees will be highly motivated to put their best effort in completing their jobs which might, in turn, increase their loyalty towards the organization and their job satisfaction. ORIGINALITY/VALUENo study have examined the impact of monetary incentives and the motivational factors of the employees ever before, and it is a first-hand study of its kind. RESEARCH LIMITATIONS/IMPLICATIONSThe study was restricted to the employees of the Shinaz College of Technology, Shinaz, Oman. The study could be extended to know the insight of the employees of similar institutions in Oman.

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Section: Review Of Literaturementioning

confidence: 99%

Impact of Monetary Incentives on Employee’s Motivation: Shinas College of Technology, Oman - A Case Study

Al-Belushi

Khan

2017

ijmier

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“…However, they still struggle to improve the innovative results of these systems as they mostly produce incrementally rather than radically new propositions (Fairbank and Williams 2001;Van Dijk and van den Ende 2002;Amin and Roberts 2008). To overcome this issue, organizations increasingly engage in knowledge exchange through communityoriented efforts among employees.…”

Section: Introductionmentioning

confidence: 99%

Knowledge Exchange in Intra-Organizational Innovation Communities: The Role of Cognitive and Affective States

Bansemir

Neyer

Möslein

2012

Bus Res

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Many aspects in the area of designing platforms for intra-organizational innovation communities are not well understood. In this article, we examine the impact of technologically induced psychological factors on knowledge exchange in such communities. Using two experimental pretest-posttest experiments, we find that the implementation of (i) technologically induced self-efficacy (expressed by a ‘hurray’ message) and (ii) technologically induced positive affect (expressed by playing some 30 seconds of rock-’n’-roll music) in the design of the platform results in an influential increase of knowledge exchange. Importantly, the studies suggest that the integration of technologically induced self-efficacy leads to a higher extent of knowledge exchange than technologically induced positive affect. The implications of these results for future research and practice as well as for the design of a platform for such communities are discussed.

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“…Also Deichmann (2012), Dickinson (1932), Fairbank and Williams (2001), Reuter (1997), Van Dijk and Van den Ende (2002) in the studies admitted that aim of IM is to stimulate, support and channel employee ideas. Authors of the research would like to admit that IM is not restricted to some limited idea sources or idea managers (idea generators, evaluators).…”

Section: Discussion On Immentioning

confidence: 99%

Discussion on the Terms of Idea Managament and Idea Managament Systems

Miķelsone

Liela

2021

Regional Formation and Development Studies

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Although idea management (IM) and idea management systems (IMS) and related topics have been researched since 1982 and IM itself is as old as the first ideas, authors in previous research specified 18 research gaps in literature about IM and one of the most important that there is no united view on the terms IM and IMS and there are no specialized researches about these terms, as well, in the literature of IM they are not board discussed. Purpose of the research is to discuss and create definitions of terms IM and IMS using the reviewed literature. Research object: literature on IM and IMS. Research subject: terms of IM and IMS. Main research method -literature review. Data collected from 70 sources, including scientific publications, conference proceedings, books, white papers etc. published over the last 33 years, i.e., from January 1982 to February 2015, in all research fields. The research highlights that in the literature there are wide variety of the definitions of terms IM and IMS. The results of the research revealed that definitions of IM have not fundamentally changed over the time, but the definitions of IMS have transformed from "passive" to "active" IMS in millennium. The object of these definitions more often are described as systematic and manageable. Results probe that IM could be defined as -systematic, manageable process of idea generation, evaluation and development, but the IMS as a tool, tool kit or complex system which provides systematic, manageable process of idea generation, evaluation and development. The intensity of IM and IMS researches varies by region, but there are no major regional differences in defying the terms.

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Motivating Creativity and Enhancing Innovation through Employee Suggestion System Technology

Cited by 133 publications

References 16 publications

Impact of Monetary Incentives on Employee’s Motivation: Shinas College of Technology, Oman - A Case Study

Impact of Monetary Incentives on Employee’s Motivation: Shinas College of Technology, Oman - A Case Study

Knowledge Exchange in Intra-Organizational Innovation Communities: The Role of Cognitive and Affective States

Discussion on the Terms of Idea Managament and Idea Managament Systems

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