Abstract
ABSTRACT Despite numerous studies, little is known about public employees’ motivation to innovate. Based on psychological contract theory, this article examines why they have different levels of motivation for innovative behaviour. Using national-scale surveys of public employees in South Korea, this study demonstrates that employees become less innovative when financially compensated as expected, but more innovative when their expectations regarding career development and well-being are met. This indicates that individual motivation for innovation varies depending on the quality of the relationship with the organization, emphasizing that the organization should make a relational commitment to employees to foster innovative behaviour.
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