|Appears in Collections:||Faculty of Social Sciences Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Organisational learning and employees' intrinsic motivation|
human resource development
|Citation:||Remedios R & Boreham N (2004) Organisational learning and employees' intrinsic motivation, Journal of Education and Work, 17 (2), pp. 219-235.|
|Abstract:||This study examined the effects of organisational learning initiatives on employee motivation. Four initiatives consistent with theories of organisational learning were a priori ranked in terms of concepts that underpin intrinsic-motivation theory. Eighteen employees in a UK petrochemical company were interviewed to ascertain their experiences of these new working initiatives and the frequency of these experiences were categorised in terms of positive, neutral or negative motivational satisfaction. It was hypothesised that employees would make significantly more positive statements relative to neutral or negative ones; this hypothesis was supported. It was also hypothesised that the a priori ranking would significantly correspond with the actual ranking of positive and negative statements. This hypothesis was supported for the positive statements but not the negative statements. It was also hypothesised that employees would make significantly more statements about autonomy than competence. This hypothesis was not supported; instead, employees made (non-significantly) more statements about competence. The findings are discussed in terms of the effects of learning organisations on employee motivation. The theoretical implications for knowledge sharing and knowledge enhancement are discussed.|
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