Incremental effects of reward on experienced performance pressure: positive outcomes for intrinsic interest and creativity

By R. Eisenberger, J. Aselage. 2009

355 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4d432236c88ea380e966846c7b36406f81962c16

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

A comparison of self-ratings and non-self-report measures of employee creativity (2012, background): “…that show that shortterm external rewards for creativity might stifle long-term intrinsic motivation for that activity (Deci et al., 1999; Lepper et al., 1973), other studies show that extrinsic rewards are, in fact, associated with higher creativity (Eisenberger and Aselage, 2009; Janssen, 2005).”
Does transformational leadership foster innovative work behavior? The roles of psychological empowerment, intrinsic motivation, and creative process engagement (2019, background): “Conversely, lack of intrinsic motivation inhibits creative ideas (Amabile, Conti, Coon, Lazenby, & Herron, 1996; Eisenberg & Aselage, 2009).”
Intrinsic and Prosocial Motivations, Perspective Taking, and Creativity (2011, background): “However, other laboratory experiments have shown weak, mixed, or no benefits of intrinsic motivation for creativity (e.g., Amabile, 1985; Amabile, Hennessey, & Grossman, 1986; Eisenberger & Aselage, 2009; Shalley & Perry-Smith, 2001).”
Research on Workplace Creativity: A Review and Redirection (2014, background): “Eisenberger & Aselage (2008) also examined the effect of performance reward expectancies and rewards for creativity.”
Transactional leadership and organizational creativity: Examining the mediating role of knowledge sharing behavior (2017, background): “Organizational creativity The items modified by Eisenberger and Aselage (2008) for the measurement of Organizational creativity.”
Autonomy and task performance: Explaining the impact of grades on intrinsic motivation. (2013, background): “…owing to the satisfaction of the need for competence that they provide (Cameron, Banko, & Pierce, 2001; Cameron, Pierce, Banko, & Gear, 2005; Eisenberger & Aselage, 2009), or to decrease it, owing to the lack of satisfaction of the need for autonomy, a result of the external pressure to…”
Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation (2017, background): “…measurement items by tapping into employees’ perceived high importance placed on a team delivering a superior outcome in the three aspects: accountability, evaluation, and consequence, theoretically performance pressure is a unidimensional construct (Gardner 2012; Eisenberger and Aselage 2009).”