The effect of extrinsic and intrinsic motivation on knowledge sharing intentions of civil servants in Ebonyi State, Nigeria

Abstract

This study investigated the effect of attitude on employee knowledge sharing intentions and examined the effect of extrinsic and intrinsic motivation on employee attitude and intention toward knowledge sharing. To understand the motivators of employee knowledge sharing intentions, a modified Theory of Reasoned Action (TRA) was adopted. Specifically, extrinsic and intrinsic motivations contexts were considered as factors that affect employee attitude and intentions toward knowledge sharing. The descriptive survey design was adopted. The population of the study comprised civil servants in Ebonyi State in Southeastern Nigeria. Random sampling technique was used to select 297 respondents across six ministries in the state’s Civil Service Commission. A structured questionnaire was used for data collection. Data were analyzed using frequency and percentage distribution and correlation. Findings revealed that attitude did not significantly influence employee intentions to share knowledge. Of the four motivational factors, knowledge self-efficacy (r = 0.171, p = 0.003) and enjoyment in helping others (r = 0.002, p = 0.000) were significant and pointed towards a strong role in employee attitudes and knowledge sharing intentions. However, expected organizational rewards and reciprocal benefits were found not to significantly influence employee attitudes and knowledge sharing intentions. These were attributable to the nature of the civil service and low incentives made available for motivating knowledge sharing. The study concluded that extrinsic motivation does not have a significant effect on the knowledge sharing intentions of the employees of the Ebonyi State Civil Service Commission but enjoyment in helping others and knowledge self-efficacy are motivating factors to their knowledge sharing intentions. It was recommended that organizations emphasize on intrinsic motivation as extrinsic motivation only secures temporary compliance. There should also be an enhancement of knowledge sharing facilities and creation of a feedback system to increase the employees’ knowledge self-efficacy.