Impact of Innovative Work Behaviour on Intrinsic-Extrinsic Motivation and Resistance to Change of different levels of Office Engineers in Private Manufacturing Industries

Piyali Bhattacharya,Dr Mallika Banerjee

doi:10.25215/0903.230

Abstract

The present study investigated the relationship between innovative work behavior, motivation, and resistance to change of different levels of office engineers. Participants are 120 engineers of three levels namely; working as lower-level executives, middle-level management, and senior-level management. There are three concepts under innovative work behavior viz., idea generation, idea promotion, and idea implementation. Three groups differ in intrinsic and extrinsic motivation where intrinsic motivation is highest in middle-level engineers and extrinsic motivation is highest in lower-level engineers. Under innovative work behavior, only idea implementation differs across groups and the relationship between intrinsic motivation and innovative performance is positive and intrinsic motivation mediated the relationship between various levels of engineers and innovative work behavior.

Highlights

The result shows no significant difference, according to F value, among three groups of engineers according to their working status considering the above three variables, viz., idea generation, idea promotion, and idea implementation
The graphical representation shows that the mean is slightly higher for lower-level executives across all three phases than the other two levels of engineers i.e., middle-level management, and senior-level management
This study aims to contribute to the understanding of innovative work behavior, its three phases i.e.; idea generation, idea promotion, and idea implementation, and its implications toward intrinsic motivation, extrinsic motivation, and resistance to change

Summary

Objectives

1. To determine the impact, if any, of rank position (senior, middle or junior) of the office engineers on a) motivation (intrinsic and extrinsic) b) innovative work behaviour (idea generation, idea promotion, and idea implementation) c) resistance to change. 2. To determine the impact, if any, of the levels (low & high) of intrinsic motivation on a) idea generation, b) idea promotion c) idea implementation and d) resistance to change of the office engineers irrespective of their position/rank. 3. To determine the impact, if any, of the levels (low & high) of extrinsic motivation on a) idea generation, b) idea promotion c) idea implementation and d) resistance to change of the office engineers irrespective of their position/rank. H3 No significant effect of level of Extrinsic Motivation of engineers on a) Idea Generation b) Idea Promotion c) Idea Implementation d) Resistance to change

Methods

Results

Discussion

Conclusion