The contrary effects of intrinsic and extrinsic motivations on burnout and turnover intention in the public sector

Abstract

Purpose Based on motivation theories, such as self-determination theory, the purpose of this paper is to examine whether intrinsic and extrinsic motivations significantly influence burnout and turnover intention in the public sector. Furthermore, the authors assessed the mediating effect of organizational citizenship behavior (OCB) and public service motivation (PSM) on the relationship between intrinsic/extrinsic motivation and burnout/turnover intention. Design/methodology/approach Based on a survey of 203 public employees from local governments in South Korea, this study conducted ordinary least squares regression analysis to investigate the relationships among intrinsic/extrinsic motivation, OCB, PSM, and burnout/turnover intention. Findings The authors found that intrinsic motivation had a significantly negative effect on both burnout and turnover intention. Extrinsic motivation had a significantly positive effect only on burnout. Lastly, OCB and PSM had a mediating effect on the relationships between intrinsic motivation and burnout. Originality/value These results provide some insights into the effects of job motivation on burnout and turnover intention in the public sector. Particularly, this research highlights the importance of intrinsic motivation, OCB, and PSM in decreasing burnout and the importance of intrinsic motivation in decreasing turnover intention of public employees.

Examining the role of transformational leadership and entrepreneurial orientation on employee retention with moderating role of competitive

“…Results have shown significant influence of organizational environment on employee retention and supported by Khuong andLe Vu (2014) Danish et al (2013); Hanaysha (2016). Similarly, significant relationship between intrinsic motivation and employee retention was found and in line with Deci and Ryan (1985); Deci & Ryan, (2000); Kim (2018);Martín Cruz et al (2009). Transformational leadership had significant influence on employee retention and supported by Bass (1985); Nielsen et al (2008); Para-González et al (2018); Rafferty and Griffin (2004); Yizhong et al (2019).…”

“…Another research conducted by Martín Cruz et al (2009) showed that intrinsic motivation significantly influences on employee motivation to perform a job accurately. Intrinsic motivation in workplace is studied by several researchers (Deci & Ryan, 1985, 2000Kim, 2018;Martín Cruz et al, 2009). Intrinsic motivation significantly influences on employee retention and enhances organizational performance (Martín Cruz et al, 2009).…”

“…Chully and Sandhya (2014) emphasized that transformational leadership is the core factor that boost organizational performance and employee motivation. Therefore, the role of organizational environment, intrinsic motivation, organizational learning, knowledge management and external connect is highly debated in the context of employee retention and firm performance (Deci & Ryan, 1985, 2000Hanaysha, 2016;Kim, 2018;Marsick & Watkins, 1999;Martín Cruz et al, 2009). Although there is plethora of research that claims organization performance and employ retention, little has been discussed about competitive advantage (Mahdi & Almsafir, 2014).…”

Respect, bullying, and public sector work outcomes in Vietnam

“…The mean value of OCB in this research suggests that future studies may examine other associated outcomes such as intention to leave (Kim 2018) or job embeddedness theory that have been found in previous empirical studies (see Lee, Burch, and Mitchell 2014). Additionally, future studies may consider the examination on specific types of leadership behaviours such as paternalistic leadership prevalent in a similar context like Vietnam in the relationships of respect, public service motivation, and work behaviours.…”

Unpacking Healthy Workplace Practices Effects on Intrinsic Motivation of ICT Professionals: A SEM Approach

“…Also, intrinsic motivation occasions less averseness of work, piloting employees to work relentlessly, intelligently, lengthily, and more creatively (Gagné et al, 2015). Intrinsic motivation has been seen as a precursor to higher performance on the job (Rich, Lepine, Crawford, 2010), organisational citizenship behaviour (Lazauskaite-Zabielske, Urbanaviciute, Bagdziuniene, 2015), and turnover intentions (Kim, 2018). But it is rarely researched as a corollary of some prosocial practices in the workplace.…”