Abstract:
Though research has shown a consistent and positive relationship between
intrinsic rewards and creative behavior, the research to explore the impact of extrinsic
rewards on creative behavior has yielded mixed and non-conclusive results. The
mechanisms and psychological processes through which rewards affect creative behavior
and the boundary conditions within which rewards trigger creative behavior are largely
unknown. Most of the reward – creative behavior research is based on three assumptions,
a- The relationship between rewards and creative behavior is direct and un-moderated, b-
Rewards have same impact on individuals, irrespective of their dispositional differences
and contextual settings, and c- All types of rewards produce similar type of creative
behavior. This study challenges all of these assumptions and forwards the reward -
creativity research by identifying factors that mediate and moderate the relationship
between rewards and creative behavior.
The results based on the data collected through survey forms from 260 employees
and their supervisors, suggest that rewards affect individuals differently, depending on
their personal dispositions and on contextual factors. The study shows that intrinsic and
extrinsic rewards produce different types of creative behavior. The results also show that
contextual and personal variables such as organizational climate, locus of control and
goal orientation affect the relationship between rewards and creative behavior. Thus, the
study makes it clear that impact of rewards on creative behavior depends on several
personal and contextual factors and ranges from significant positive to significant
negative. The study guides managers about how to use rewards to enhance creative
behavior of their employees, and how to trigger different types of creative behaviors, byiv
aligning rewards with personal and contextual factors. The study advances the reward -
creativity debate from cognitive – behaviorism dichotomy to the social cognitive
paradigm.