Contextual Factors and the Creativity of Frontline Employees: The Mediating Effects of Role Stress and Intrinsic Motivation (original) (raw)
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Journal of Resources Development and Management, 2014
Creative frontline service employees may be crucial in ensuring organizational performance. However, scant research has investigated the antecedents of service employee creativity. This research applies Role Theory to enlighten this issue. The findings reveal that: role conflict and role ambiguity have opposing effects on creativity; Role Theory complements Cognitive Evaluation Theory as a mediational mechanism for the influence of contextual factors on creativity; and, against current thinking, contextual factors also affect creativity directly. The results underscore the need to reconceptualize the mechanisms by which contextual factors influence creativity, and suggest how managers can promote creativity through the work environment.
Impact of role ambiguity and role conflict on employee creativity
Exactly how role stress and various performances of individuals are related has received considerable attention, in which stress has been found to affect individual creativity. However, exactly how role stress and employee creativity are related has seldom been examined empirically. By extending the results of literature, this study proposes five hypotheses on how role ambiguity and role conflict (via self-efficacy and job satisfaction) affect employee creativity directly and indirectly. Survey data from 202 employees of Taiwanese companies reveal not only a direct and negative link between role ambiguity and creativity, but also a direct and positive link between role conflict and creativity. The survey results further demonstrated that both self-efficacy and job satisfaction serve as partial mediators between role conflict and creativity. However, only job satisfaction (and not self-efficacy) is a partial mediator between role ambiguity and creativity. Implications of the findings of this study and possible directions for future research are also discussed.
The Influence of Role Ambiguity and Role Conflict on Employee Creativity at PT XYZ
Jurnal Ilmu Manajemen & Ekonomika
The objectives of this research are to determine the influence of role ambiguity and role conflict on employee creativity either partially or simultaneously. This research used associative method by collecting primary and secondary data obtained through the literature study, interviews, and distributing questionnaires to 30 respondents that happens to be the employee of PT XYZ. Then data is processed using multiple regression method. From the data analysis, it is shown that role ambiguity has a positive and significant influence to employee creativity as much as 36,9%. Another result of this research shows that role conflict doesn’t have a significant influence on employee creativity with a value of 7,6%. While another result of this research shows that role ambiguity and role conflict simultaneously had positive influence significantly as much as 40,4% on employee creativity at PT XYZ
Organizational Behavior and Human Decision Processes
Drawing on the componential theory of creativity, social cognitive theory, and prosocial motivation theory, we examined intrinsic motivation, creative self-efficacy, and prosocial motivation as distinct motivational mechanisms underlying creativity. Results from a meta-analysis of 191 independent samples (N = 51,659) documented in the relevant literature revealed that intrinsic motivation, creative selfefficacy, and prosocial motivation each had unique explanatory power in predicting creativity, and that the three motivational mechanisms functioned differently as mediators between contextual and personal factors and creativity. The relationships of intrinsic motivation and creative self-efficacy with creativity also were found to be contingent upon sample characteristics and methodological factors (i.e., national culture, creativity measure, intrinsic motivation and creative self-efficacy measures, and publication status). Our findings highlight the need to develop a more fine-grained theory of motivation and creativity. Implications for theoretical extensions and future research are discussed.
The Antecedents of Creativity Revisited: A Process Perspective
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This study invokes a process view on employee creativity to uncover how the different stages of the creative process are associated with different antecedents. Specifically, we explore the role of five previously identified antecedents of organizational creativity in the different phases of the creative process within organizations: (1) personality; (2) rewards; (3) the role of co‐workers; (4) leadership; and (5) organizational resources. In an analysis of 22 case studies we found that antecedents of creativity indeed have different roles in different stages of the creative process and that antecedents that are helpful in one stage of the creative process, can be detrimental for another stage. Such results highlight the importance of conceptualizing creativity as a process, rather than as an outcome variable.
Journal of Business Research, 2020
Customer needs in service settings are idiosyncratic. Responding to these unique needs requires frontline employees to be creative. Little research looks at the drivers of service employee creativity. We aim to fill that void by assessing two potential key creativity drivers, control mechanisms and management orientations. We collected data from frontline employees and their managers and used multilevel mediation modeling, configurational modeling and analysis of necessary conditions. Multilevel analysis revealed that the influence of process and social controls on employee creativity are fully mediated by self-control, whereas the effects of cultural control are partially mediated. The effect of the service orientation of management on employee creativity is partially mediated by self-control, whereas the effect of profit orientation is fully mediated. Causal models from employee control mechanisms and management orientation configurations provide a deeper insight of sufficient conditions leading to employee creativity. Necessary employee control mechanisms and management orientations are identified.
Factors affecting “employees’ creativity”: the mediating role of intrinsic motivation
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This article examines a particular set of influences on the creativity of individual researchers at an Ethiopian agricultural research institute. One set of influences is "work orientations," and the others are "domain-relevant skills" and "creativity-relevant processes." The study posits that another important influence, intrinsic motivation, is a mediating influence between these factors and creativity. The study moves beyond past research by examining the influences together in a structural equation model. The data were collected from 307 researchers working with an agricultural research institute in different centers in Ethiopia. Partial Least Squares (PLS) path modeling, SmartPLS3, was used to empirically test the proposed hypotheses. The findings suggested the significantly positive direct effects of creativity-relevant processes, career orientation, and calling orientation on employees’ creativity. Moreover, the results of mediating effects showe...