Relationship between Intrinsic-Extrinsic Motivation, Transformational Leadership on Job Performance Through Employee Creativity: A Systematic Literature Review
Keywords:
Intrinsic-Extrinsic Motivation, Transformational Leadership, Spiritual Incentive, Job Performance, Employee CreativityAbstract
Intrinsic motivation is the motives that become active or function so that there is no need for external stimulation, because from within the individual there is an urge to do something. Meanwhile, extrinsic motivation is motives that are active and function due to external stimuli. Transformational leadership reflects the attitude of a participatory leadership that is not only able to motivate and move the organization vertically and horizontally, but also to create an organizational capacity that is always agile in every situation. While job performance is the result of work related to organizational goals, efficiency and other performance effectiveness performance. To see the results of the work, of course there are aspects that can be measured in it and Employee Creativity refers to the emergence of new and useful ideas for employees. Employees as members of the organization who are experienced in human resource practices, therefore the attitudes and behavior of employees depend on the management system implemented. This study aims to determine the influence of Intrinsic-Extrinsic Motivation and Transformational Leadership Relationships on Job Performance through Employee Creativity moderated by spiritual incentive. The type of research used is Systematic Literature Review research.
References
Akhavan, P., Ramezan, M., dan Yazdi Moghaddam J. Examining The Role Of Ethics In Knowledge Management Process: Case Study: An Industrial Organization. J Knowledge-Based Innov China. 2013;5(2):129–45.
Barbara Kitchenham & O. Pearl Brereton. Systematic literature reviews in software engineering-A systematic literature review. Inf Softw Technol. 2009;51(1):7–15.
Calderón, A., & Ruiz M. A Systematic Literature Review on Serious Games Evaluation: An Application to Software Project Management. Comput Educ. 2015; 87: 396–422.
Carmeli ARR-P& EZ. Inclusive Leadership and Employee Involvement in Creative Tasks in the Workplace: The Mediating Role of Psychological Safety. Creat Res J. 2010;22(3):250–60.
Cheung, M. F., & Wong CS. Transformational leadership, leader support, and employee creativity. Leadersh &OrganizationDevelopment J. 2011;32(7):656–72.
Elida P. Motivasi dalam Belajar. JAKARTA: Depdikbud; 1989.
Hasibuan M. Manajemen Sumber Daya Manusia. JAKARTA: Bumi Aksara; 2008.
Ludfia Dipang. Pengembangan Sumber Daya Manusia Dalam Peningkatan Kinerja Karyawan Pada Pt. Hasjrat Abadi Manado. 2013;1(September).
Mangkunegara. Manajemen Sumber Daya Perusahaan. Bandung: PT. Remaja Rosdakarya; 2011.
Moeins, A., & Gunarso SI. Segmental Analysis of Employees’ Performance Reviewed from Transformational Leadership and Job Satisfaction (Empirical Study on Study Program Staff at Health Polytechnic,Tanjung Karang Lampung). Int Rev Manag Mark. 2018;104–8.
Nawawi H. Manajemen Sumber Daya Manusia. Yogyakarta: Gadjah Mada University Press; 2011.
Robbins SP. Perilaku Organisasi: Konsep, Kontroversi, Aplikasi. Jilid 1, E. JAKARTA: Prenhallindo; 2001.
Shalley, C. E., Zhou, J. &, Oldham GR. The effects of personal and contextual characteristics on creativity: Where should we go from here? J Manage. 2004; 30: 933–958.
Singgih D. Gunarsa. Psikologi Perkembangan Anak dan Remaja. JAKARTA: BPK Gunung Mulia; 2008.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Agus Dharmanto, Zahara Tussoleha Rony
This work is licensed under a Creative Commons Attribution 4.0 International License.
