Is intrinsic motivation a consequential factor in the causal relations between innovative work behavior and task performance among marketing professionals?
DOI:
https://doi.org/10.15282/ijim.20.1.2026.12205Keywords:
Innovative Behavior, Self-determination theory , Intrinsic Motivation, Task Performance, Healthcare Marketing, Structural Equation ModelingAbstract
Employee innovativeness is a desired intrapreneurial behavior based on employers’ expectations of task performance. This is prevalent in the healthcare marketing industry, especially in developing countries where operational work resources are not optimal and may reduce employee motivation. Whilst extrinsic motivation relies on rewards, fear of punishment, or separable outcomes, intrinsic motivation draws from innate desire and drive within the individual employee. Therefore, organizations seek employees who are innovative, resourceful, and intrinsically motivated in pursuance of organizational goals. Grounded on the self-determination theory, this study aims to investigate the intervening role of intrinsic motivation in the causal relations between innovative behavior and task performance among healthcare marketing professionals. Survey data were collected using an online Google Forms questionnaire from a convenient sample of 135 operational-level healthcare marketing professionals, comprising of 41 females and 94 males. Data analysis was done using the covariance-based structural equation modeling software. The results showed that the measurement model had an adequate model fit to the data and acceptable construct validity. Correlation analysis revealed significant positive and discriminant associations between the three constructs. Innovative behavior and intrinsic motivation had a significant impact on task performance, while the total effect of innovative behavior on task performance was substantial. Mediation analysis revealed that intrinsic motivation accounted for a statistically significant proportion of the total effect of innovative behavior on performance. The study’s implications are two-fold. First, managers should stimulate intrinsic motivation in employees to maximize their innovativeness, especially when resources are not fully available. Second, managers and employers should target self-motivated and innovative individuals during recruitment. Therefore, human resource managers should develop recruitment strategies that can identify these capabilities or traits in potential employees. The study concludes that managers should encourage and train innovative employees to cultivate intrinsic motivation as a necessary criterion for sustaining task performance.
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