The roles of intrinsic motivators and extrinsic motivators in promoting e-learning in the workplace: A case from South Korea

Yoo, Sun Joo; Han, SangUk; Huang, Wenhao David

doi:10.1016/j.chb.2011.12.015

Cited by 195 publications

(155 citation statements)

References 61 publications

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“…Literature on technology adoption studies of information systems, motivational, and cultural theories were reviewed to identify key constructs. The technology acceptance model's (TAM) (Davis, 1989) perceived ease of use and perceived usefulness as extrinsic motivational factors are well supported across a wide range of studies, and recent studies have also highlighted the importance of intrinsic motivators such as enjoyment and self-efficacy (Giesbers, Rienties, Tempelaar, & Gilselaers, 2013;Park, Nam, & Cha, 2012;Turel, Serenko, & Giles, 2011;Yoo, Han, & Huang, 2012). One of the key phases of the system development life cycle is system design, and systems with a high quality of functionalities were deemed pivotal towards ensuring success of information system adoption (DeLone & McLean, 2003;Detlor, Hupfer, Ruhi, Zhao, 2013;Lin & Wang, 2012).…”

Section: Research Objectivementioning

confidence: 99%

Promoting interactions between lecturers and students in classrooms via mobile technologies: An empirical study

Gan

Balakrishnan

2017

AJET

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The current study sets out to identify determinants affecting tertiary students' behavioural intentions to use mobile technology in lectures. The study emphasises that the reason for using mobile technology in classrooms with large numbers of students is to facilitate interactions among students and lecturers. The proposed conceptual framework has four main antecedents of behavioural intention: system perception, intrinsic motivation, system and information quality, and uncertainty avoidance. Sample data was collected from 396 tertiary students in Malaysia. Results from structural equation modelling on the sample indicated that behavioural intention was significantly influenced by system and information quality, followed by intrinsic motivation, and uncertainty avoidance. System perception was not significantly predictive of behavioural intention. The proposed framework explained 54% of the variance in behavioural intention of mobile technology use in lecture classes. The study findings are indicative of the importance of system development efforts to ensure overall quality system design. The findings further suggest that mobile technology may serve as a tool to facilitate interaction among students and lecturers in large lecture classes.

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Section: Research Objectivementioning

confidence: 99%

Promoting interactions between lecturers and students in classrooms via mobile technologies: An empirical study

Gan

Balakrishnan

2017

AJET

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“…Not only do these interventions improve extrinsic motivation directly but, by extension, those efforts can have an indirect impact on intrinsic motivation as well (Yoo et al, 2012). The key is for organizations to understand what drives intrinsic and extrinsic motivation.…”

Section: Closing the Gapmentioning

confidence: 99%

“…For example, Yoo and colleagues found that, when extrinsic goals are self-endorsed, or when extrinsic motivators (e.g., rewards, communication, feedback) satisfy internal needs (e.g., feelings of competence or satisfaction), they are adopted with a greater sense of volition. In this way, extrinsic motivation is converted to intrinsic motivation, which in turn has a powerful influence on behavioral intentions (Yoo, Han, & Huang, 2012).…”

Section: Intrinsic and Extrinsic Motivationmentioning

confidence: 99%

Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies

Delaney¹,

Royal²

2017

Ind. Organ. Psychol.

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Employee engagement has long been an instrumental component of human capital strategies and continues to dominate the conversation about how high-performing organizations attract and retain their best talent. Engagement is a construct of component parts, however, and we believe there is still much to be learned about engagement by taking an in-depthEmployee engagement has long been an instrumental component of human capital strategies and continues to dominate the conversation about how high-performing organizations attract and retain their best talent. There are good reasons for the organizational focus on engagement. In rapidly changing business environments, roles and responsibilities are often hard to specify, and organizations must count on employees to act independently in ways consistent with organizational objectives, culture, and values. The extra effort given by these individuals is a vital asset in our knowledge-based economy, particularly for organizations needing to do more with less. Also, there's no shortage of research to support the business case for engagement. 128 mol ly l . de l a n ey a n d m a r k a . roya l success at all levels of the organization, from financial performance and customer satisfaction (e.g., Harter, Schmidt, & Hayes, 2002) to team productivity and innovation (e.g., Griffin, Parker, & Neal, 2008) and, finally, to employee performance and retention (e.g., Lockwood, 2007).Engagement is a construct of component parts. Many consulting organizations offer their own perspectives regarding how it is defined and measured, but all report it in its final, composite form. Despite all that we know about engagement, we believe there is still much to be learned by taking an in-depth look at the component parts and understanding them more fully. We need to break engagement apart in order to enhance it more quickly.Although measures of organizational commitment are also commonly included, at the core of any conceptualization of engagement is employee motivation. It drives behavior and orients energy based on anticipated outcomes, particularly those that promise the greatest return on investment (Vroom, 1964). Where this motivation comes from, however, and how it drives behavior, can lead to different outcomes. In this article, we take a closer look at employee motivation, including its antecedents and outcomes, the types of motivation and the dynamics between them, and the ways organizations can foster and harness motivation for improved engagement. Motivation Is a Key Component of Engagement and PerformanceThe most fundamental consideration for human capital strategies is whether or not employees are positioned to act in ways that advance the organization toward its goals. Engagement is a primary means of aligning employee efforts, along with known drivers of engagement, such as knowledge management, change management, and capability building.According to our research, motivation is a key component of engagement. Of the five components of our engagement index, we found that the extent to ...

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“…Also the relation between perceived enjoyment (intrinsic) and usefulness (extrinsic) is showed in several empirical studies (Sun & Zhang, 2006;Yi & Hwang, 2003). A recent study by Yoo, Han and Huang (2012) is one of only a few efforts that re-categorized UTAUT sub-constructs into intrinsic and extrinsic motivation. Their findings adequately support the assumption of classic motivational studies about the relation between extrinsic and intrinsic motivations.…”

Section: Usefulness Expectancymentioning

confidence: 99%

A consumer perspective on moving images: The design and adoption of public audiovisual heritage services in the Netherlands

Ongena¹

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The roles of intrinsic motivators and extrinsic motivators in promoting e-learning in the workplace: A case from South Korea

Cited by 195 publications

References 61 publications

Promoting interactions between lecturers and students in classrooms via mobile technologies: An empirical study

Promoting interactions between lecturers and students in classrooms via mobile technologies: An empirical study

Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies

A consumer perspective on moving images: The design and adoption of public audiovisual heritage services in the Netherlands

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