Linking perceived organisational support and employee creativity: examining the roles of work engagement, intrinsic motivation, and extrinsic rewards
The British University in Dubai (BUiD)
The aim of the research is to examine the moderating roles of intrinsic motivation and extrinsic rewards in the relationship between perceived organisation support and employee creativity as mediated by work engagement. The study implemented the PROCESS macro (Hayes 2018) to test the hypotheses, including the multiple moderated mediation model (intrinsic motivation, extrinsic rewards and work engagement). The survey was completed by 372 respondents employed in the United Arab Emirates in three different industries (banks, information technology, hospitals). The main findings are that perceived organisational support indirectly influences employee creativity through work engagement. Moreover, the effect of perceived organisation support on work engagement is moderated by intrinsic motivation. Further, the effect of work engagement on employee creativity is moderated by extrinsic rewards. These model effects are stronger for employees with high intrinsic motivation and extrinsic rewards. Interestingly, the relationship between perceived organisational support and employee creativity moderated by intrinsic motivation and extrinsic rewards is simultaneously mediated by work engagement. The study recommends firstly that organisation managers can encourage direct managers to support their employees. Second, develop programs to motive employees, to let them feel that they are important and dynamic. Finally, organisations provide employees with the requisite job resources (e.g. support, care, rewards, feedback). to strengthen employee creativity in organisations operating in the UAE, and possibly elsewhere.
organisational support, employee creativity, work engagement, intrinsic motivation, extrinsic rewards, United Arab Emirates (UAE), social exchange theory