The Mediating Role of Intrinsic Motivation on the Relationship Between Developmental Feedback and Employee Job Performance

Guo, Yun; Liao, Jian; Liao, Shudi; Zhang, Yanhong

doi:10.2224/sbp.2014.42.5.731

Cited by 45 publications

(41 citation statements)

References 30 publications

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“…These variables included compensation, leadership, work discipline, work ability, and working conditions. The results of this analysis were contrary to the results of previous studies conducted by Dragos (2014), Guo, et al (2014), and Indrasari, et al (2018). The results of these studies stated that increasing employee motivation would directly affect performance improvement.…”

Section: Discussioncontrasting

confidence: 99%

“…Inconsistent motivation causes obstacles to achieving individual goals in the organization and will cause organizational instability and have a very dangerous impact on the survival of the organization itself. Research on the positive relationship between motivation and performance was carried out by Guo, et al (2014). From the analysis of the research, a statement was produced that motivation and performance had a significant and positive relationship.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Analysis of The Effect of Motivation, Job Satisfaction, and Organizational Commitment on Performance

Widarto¹,

Anindita²

2018

International Advanced Research Journal in Science, Engineering

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Human resources have a major role in every organizational activity. The resources of the organization will not provide optimal results if it is not supported by human resources who have a capable performance. To achieve good performance, performance variable cannot stand alone. This means that there are several supporting variables that can affect performance variable. Work motivation, Job Satisfaction, and Organizational Commitment are three variables that have an influence on improving employee performance. This is evidenced by previous researches that have been conducted. However, most of these researches took locus in private organizations or institutions. In this research, we took the place of research in state institutions. The purpose of this research were: First, to find out how work motivation influenced organizational commitment; Second, to find out how job satisfaction influenced organizational commitment; Third, to find out how work motivation influenced performance; Fourth, to find out how job satisfaction influenced performance: and Fifth, to find out how organizational commitment influenced performance. This research was conducted on respondents where all of them were Civil Servants of the General Secretariat of People's Consultative Assembly (MPR) of the Republic of Indonesia by using questionnaire media. Data analysis in this research used the Structural Equation Modeling (SEM) method. The results of this research suggested that high work motivation had a significant effect on organizational commitment, high job satisfaction would form high organizational commitment, but high work motivation did not affect performance, while high job satisfaction affected partially on performance, and apparently high organizational commitment did not directly affect performance. This research found evidence that organizational commitment was not mediation between work motivation and performance and job satisfaction with performance.

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Section: Discussioncontrasting

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

Analysis of The Effect of Motivation, Job Satisfaction, and Organizational Commitment on Performance

Widarto¹,

Anindita²

2018

International Advanced Research Journal in Science, Engineering

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“…Good recruitment will be able to have a positive influence on increasing employee commitment, productivity and quality of work so that employee performance will significantly influence on their organization. Guo et al (2014) explain that the intensity of information on recruitment activities is significantly correlated with firm performance consistently. More intense recruitment activities carried out with a well programmed program will have positive impact on company performance and the individuals who contribute to the company are inseparable from the good recruitment program designed by the company.…”

Section: The Effect Of Recruitment On Employee Performancementioning

confidence: 85%

Effect of recruitment, selection and culture of organizations on state personnel performance

Santos¹,

Armanu²,

Setiawan³

et al. 2020

10.5267/j.msl

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This research was carried out in fourteen ministries and one national staff agency, which was the largest and most comprehensive study of government institutions that examined the importance of the recruitment, selection and organizational culture of employee performance which is still an important issue in developing countries. The purpose of this study was to analyze the effect of recruitment, selection and organizational culture on the performance of civil servants, especially at the National Personnel Agency and 14 Ministries. This research was conducted in the Democratic Republic of Timor Leste (RDTL) with an area of 15,410 KM 2. The total population is 1,261,072 people. The study began in September 2018 until February 2019, using quantitative (positivism) methods. The study was conducted using proportional random sampling, so that from each work unit a total of 1000 target populations and 286 samples were obtained using a questionnaire. This research used structural equation modeling (SEM) method with partial least square (SEM-PLS) approach. The results of the study found that well-programed recruitment was not able to provide significant results either directly or through organizational culture, but recruitment could have a significant effect on job performance through mediation selection. Moreover, well-programmed recruitment backed by selection quality could improve employee performance.

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“…For example, individuals with a high power need perceive positive consequences when they are able to lead others and achieve dominance or influence over others. Guo, Liao, Liao and Zhang ( 2014 ) found that intrinsic motivation played a mediating role with evaluative or developmental feedback. Providing helpful and useful information without pressure for a particular outcome enabled employees to learn, develop, and improve their work.…”

Section: Feedback and Consequencesmentioning

confidence: 98%

The Hierarchical Model of Motivation: A Lens for Viewing the Complexities of Motivation

Taylor¹

2015

Perf. Improv.

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There are compelling financial and quality‐of‐life reasons to care about employee motivation. This two‐part article surveys the complexities of motivation through the lens of the Hierarchical Model of Intrinsic and Extrinsic Motivation. Based on self‐determination theory, motivation is examined at situational, contextual, and global levels. The situations that people encounter, the feedback they receive, and the consequences derived from each situation impact an individual's autonomy, competence, and relatedness. Since there is a recursive impact between levels, motivation may be improved through positive feedback and consequences at the situational level. Furthermore, individuals may be able to change their perspective to become more resilient in less motivating situations. Part one of this article focuses on individual performance. Part two, focusing on organizations, will be published in the next issue.

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The Mediating Role of Intrinsic Motivation on the Relationship Between Developmental Feedback and Employee Job Performance

Cited by 45 publications

References 30 publications

Analysis of The Effect of Motivation, Job Satisfaction, and Organizational Commitment on Performance

Analysis of The Effect of Motivation, Job Satisfaction, and Organizational Commitment on Performance

Effect of recruitment, selection and culture of organizations on state personnel performance

The Hierarchical Model of Motivation: A Lens for Viewing the Complexities of Motivation

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