International Journal of Management Academy (2014), 2 (4): 10-19
Received: September 2014
Accepted: December 2014
Copyright © 2014 by IJOMA
Original Article
Studing the relationship between intrinsic motivation and extrinsic
motivation on employee knowledge transfer
(case study of Social Security organization in Kerman)
Seyyed Mohsen Allameha and Najmeh Eizadpanahb
Assistant Professor in Management Group of Isfahan University. bPhd.Candidate of
Organizational Behavior Management, University of Isfahan, Mirdamad Campus, Isfahan, Iran.
a
Abstract
Knowledge transfer was the most important factors of success for organizations in today᾽s
complex and changing environment as one of aspects of knowledge management. The aim
of this study was to investigate the relationship between intrinsic motivation and extrinsic
motivation by transfer the employee’s knowledge in social security organizations in Kerman.
The method research is descriptive and applied and research data collected by using a
standard questionnaire of Cruz and colleagues (2009) and validity Inventory confirmed by
5 organizational behavior experts opinion and reliability was found based on 86% Cranach’s
alpha. Statistical community of the study were all employees that have a college degree social
security organization in Kerman province which are selected 199 people as a statistical sample
of randomly class by using Cochran formula. SPSS19 and MINITAB software was used for
analyze the data. Results showed that there is significant and positive relationship between
intrinsic motivation and extrinsic motivation to transfer knowledge among employees of the
Social Security Kerman.
Keywords: Intrinsic Motivation; Extrinsic Motivation; Knowledge Transfer; SSO (Social
Security Organization).
Introduction
Knowledge has become one of the most
important resources for the survival and
prosperity of firms (Teece & Pisano and Shuen,
1997: 509; Spender and Grant, 1996: 5) and
knowledge resources as strategic assets for the
performance of recognize organization to and
their manage is important for the competitiveness
of the organization (Moustaghfir and Schiuma,
2013: 496), so the success organization of the
twenty-first century are those that continuously
produce new knowledge and has published the
* Corresponding author:
E-mail: [email protected]
largest in the whole of the organization and
offer them as the products and new technologies
(Nonaka, 1991: 162).
Knowledge causes organizations to be able
to acquire knowlegde faster and more effective
than before, and also apply it which therefore
cause them to create cpmpetetive advantage
(Allameh et al.,2014).
Knowledge management is a challenging
process, because it was difficult to recognize
the real value and it is more difficult to use it
in a way that is favorable for the creation of
competitive advantage. Now managers are
trying to extract the accumulated knowledge
in the minds of members of organization (tacit
Studing the relationship between intrinsic motivation and ...
managers should encourage their employees
to transfer knowledge as a means to enhance
their organizations’ efficiency (Cruz& Perez
and Cantero, 2009: 478). Despite the increasing
importance of knowledge transfer, information
sharing in organizations is still a challenge.
For example, in a study of 431 American and
European organizations, only 13 percent of
respondents believed that their company has been
participate good or excellent in transfer of current
knowledge to other parts of the organization
(Ruggles, 1998:81). Quantitative studies assess
the determinants factors of refusal of knowledge
sharing and hiding it, (Peng, 2013:398) and
organizations should search the experienced and
certified power to gain a competitive advantage
and should learn the required skills to their
employees, but these measures are not enough
alone and should consider the importance of
transfer of experience and knowledge of experts
to the other forces in the organization (Hinds&
Patterson and Pfeffer, 2001:31).
knowledge) through manage the knowledge
and share it among all the people. In this case
the stored knowledge in the system has become
a useable permanent source and provides the
sustainable competitive advantage for the
organization (Huysman & Wulf, 2006: 41).
Some of the factors that share in knowledge
sharing, including the impact of organizational
culture (Davenport & Long and Beers, 1998),
management support (King and Marks, 2008),
rewards and incentives (Yao & Kam and Chan,
2007) and is interpersonal trust (Abrams et al,
2003).
Motivation is that each person spends his
talents for achieve the targets. Motivation that
involving the sum of conscious and unconscious
factors in human mental activity, determinants of
intention and behavior and also is power factor
and the individual᾽s driving behavior. In addition,
the level of motivation leads to differences in
people. The reasons for doing or not doing an
activity, motivation can be divided into two
categories, intrinsic and extrinsic motivation
(Bosman, 2012: 25). Intrinsic-motivation means
doing an activity for its own activity because
enjoys the work process and chooses the
operation cause of their challenge and interest it
(Carreira, 2011: 91). Extrinsic motivation refers
to the obtain external accomplishment (such as
Freezing and bonuses). Extrinsic motivation is
versus intrinsic motivation because they do not
take action for personal enjoyment (Ryanet et
al., 2009: 109)
Knowledge Transfer involves the transfer
of information to the receiver and attracts and
transfers it by a person or group that takes
information (Davenport& Prusak, 1998: 101).
Knowledge transfer within an organization
enables employees to work together efficiently,
and thus is essential to efficient management.
Thus, managers are motivated to maximize
knowledge transfer among their employees
not only to generate extrinsic motivation
results, such as a high quality of personal and
professional life, but also to develop intrinsically
held ideals, such as a strong commitment to the
organization that allows them to visualize their
professional development with greater autonomy
inside a pleasant work environment and in line
with their ethical and moral values. According,
Overview of the Research Literature
Motivation
The study of motivation and behavior is the
search for answers to perplexing questions about
human nature and their motivation. Motives
cause to reveal the activities and set the overall
direction of individual behavior. Motivation in
organizational behavior management sometimes
is defined as needs, desires, drive and an internal
dynamic of person. There are the reasons of
behavior and it leads to reveal the activity
(Hersey& Blanchard, 1988: 19). Motivation is
connected to the set of relationships between
independent or dependent criteria that describes
the frequency of the behavior of an individual
and highlighting the effects of competence, skill
and understanding of the task and the activity
in environment facing with limitation (Steers&
Mowday and Shapiro, 2004: 379). And about the
management of knowledge, i.e. the motivation
usually refers to individual incentives that are
designed for help and benefit its people like
external incentives vs. the internal incentives
(Osterloh & Frey, 2000: 544).
Self-Determination Theory is one of the
motivation approaches that attract more people
in recent year which was introduced by Deci &
11
Allameh SM and Eizadpanah N / IJOMA (2014), 2 (4): 10-19
role. For example, research on knowledge-based
Singaporean workers showed that the existence
of a very competitive pay package is an effective
way to help to maintain employees᾽ oriented
knowledge and performance of employees᾽
oriented knowledge (Horowitz& Heng and
Quazi, 2003: 32). However, this finding’s of
studies of Perez Lopez& Peon and Ordas (2004)
in a Spanish company representative indicated
that there is no relationship between the reward
system and organizational learning, and it is in
opposition. Moreover, there are differences about
this opinion that whether bonuses should be
assigned to individuals or teams, so some believe
that individual rewards can transfer knowledge
as an instrument of power in the hands of the
curb. In addition, the existing reward systems
may undermine the sense of teamwork and staff
morale, and decrease this probability that people
will share their tacit knowledge because more
interest reaches to the group or organization
instead of individual. Therefore, the researchers
believe that the best way to develop knowledge
sharing toward individual rewards is through
the creation of an oriented knowledge rewards
group (Hyslop, 2009: 125).
Ryan (2002-1985). The main focus of this thesis
is the distinction between internal and extrinsic
motivation in human.
Self-Determination Theory distinct between
two types of motivation based on the reasons or
purposes that lead to action. Intrinsic motivation
means that people are engaged in activities for
personal satisfaction, not because of external
factors. This behavior occurs in absence of
dependent or external controllers (Ryan&
Deci, 2000: 55; Isen& Reeve, 2008: 298). This
motivation is intrinsic and volunteers and has
led to creating motivations on behavior without
material rewards or external constraints (Pletir et
al., 1995: 36). In 1992 Vallerand and Colleagues
proposed and showed that there are at least
three types of intrinsic motivation: Intrinsic
motivation toward accomplishments (engaging
in the activity for the pleasure of trying to
surpass oneself), and intrinsic motivation to
experience simulation (Engaging in the activity
out of sensory and aesthetic pleasure (Vallerand,
2004: 428).
Given that people naturally tend to grow
internally and integration with other community
members, so that it has the spontaneous tendency
to explore their surroundings, being curious
and challenging activities ,therefore ,intrinsic
motivation plays an indispensable role in the
growth direction, (Soenens& Vansteenkiste,
2009: 76) intrinsic motivation stems from his
motivation lies in what the person is doing like a
successful result or reach goals while extrinsic
motivation apart from works like wages, working
conditions, fringe benefits, security, advertising,
contract service work Such tangible incentives
are often determined at the organizational level
(Acanbi, 2005: 2).
Lepper& Corpus and lyengar (2005)
suggested that the internal and extrinsic
motivation causes people to be together. Also,
research has shown that encourage your staff to
concentrate on common and more lofty goals
can be more successful competition within the
group and in-group bias cut (Brewer & Brown,
1998; Burgess, 2005: 344).
There is an incentive about how reward systems
can and should be used to support knowledge
management initiatives, some research shows
that financial rewards can be play a positive
Transfer knowledge
Knowledge refers to “a fluid mix of
experience, values, and attitudes of undergraduate
information systems, which provides a
framework for evaluating and making use of new
information and experiences” (Davenport and
Prusak, 1998: 5; Peng, 2013: 400). Is the process
of knowledge management that is based on four
pillars: content, skills, culture and organization?
Content is concerned to the knowledge
(explicit or implicit). Skills are reflecting to the
acquisition of skills for knowledge extraction.
It represents a culture that organizations should
encourage and organize the distribution of
knowledge and information available refers to
the organization of knowledge (Haines, 2001:
12). The purpose of transfer of knowledge, quick
learning task (the target) after the learning task
(reference) is different but similar (dependent)
to it (Teylor& Stone, 2005: 57). Knowledge
can be divided into two categories: implicit and
explicit. Tacit knowledge is difficult to express
official language because it is rooted in people᾽s
12
Studing the relationship between intrinsic motivation and ...
experience and includes intangible factors such
as personal beliefs, perspectives and individual
value systems.
In contrast, explicit knowledge can be
expressed in the official language (novels, movies
and more...) (Smith, 2001: 314). Companies can
transfer knowledge from different ways that
these modalities is located in two mechanism of
media-rich communication and written media.
Rich communication media consist on face to
face communication, informal interaction and
mechanisms are based on team and this type of
transfer knowledge is costly. Knowledge can
be transmitted through the media writing that
includes delivery according to the handbooks,
database development, writing guidelines and
work plans, and it is less expensive (Pedersen&
Pedersen and Sharma, 2000: 74).
Nonaka & Takeuchi (1995) assume that
there are four methods of knowledge transfer:
socialization (tacit to tacit), externalization
(implicit to concrete), combination (concrete to
concrete) and internalization (concrete to tacit).
(Guzman & Wilson, 2005: 8)
The key intransferring this kind of knowledge
successfully is to codify knowledge carefully.
As the key for the transfer of knowledge stored
in a systematization method is to extract the
knowledge from the people holding it, this
study uses codification to represent the internal
knowledge transfer strategy for this kind of
knowledge, which means that firms extract
knowledge from people to other carriers and
resort to the interaction between people and
knowledge carriers (excluding people) to transfer
knowledge (Ding & Liu and Song, 2013: 71).
The method of stored knowledge is personal and
remains knowledge in the minds of employees.
As a result, individuals have not the ability to
acquire knowledge stored in this manner and
should acquire knowledge on their own (Wu &
Lin, 2009: 793). Stored knowledge can transfer
through personalization method only through a
network of knowledge, such as bulletin boards
(Greiner& Bohman and Krcmar, 2007: 11) that
includes a complex system of learning and social
interaction (Mueller, 1996: 777).
Also, firms have done many measures
to facilitate the sharing of knowledge, but
its impact, could not be met management᾽s
expectations (Babcock, 2004). Major advances
in global communication systems such as e-mail
or video conferencing can accelerate transfer
data for speed of business actions or reduce the
necessary travel to attend business meetings,
but to maintain and develop skills they cannot
completely replace face-to-face contact or longterm missions (Dowling& Welsh and Schuler,
1999: 121). Also, a considerable number of
studies show that the level of employee trust
each other can have a significant impact on
people᾽s willingness to share knowledge with
others (Hislop, 2009: 120).
Today, there are still hiding in the workplace
is common knowledge. It is reported that
500Fortune companies have lost at least 31.5
billion dollars per year for defeat and failure in
knowledge sharing, (Peng, 2013: 399) Another
study by Gupta and Govindarajan (2000) on374
multinational companies showed that Practical
transfer of knowledge between the subsidiary
section of company ( As in per the period,
presiding was report over the organization) is
much lower than the company᾽s expectations
about the level of knowledge transfer that they
believe it should be done (Gupta& Govindarajan,
2000: 489)
Hensen (1999) found that Strong connections
between people, causing frequent personal
interaction and promote the transfer of tacit
knowledge and decrease time to complete the
project (Ding et al, 2013: 73). Also the relocation
of employees usually is considered as a powerful
tool in facilitating the transfer of tacit knowledge
in organizations (Fei& Chen and Chen, 2010:
327) and creates a culture and climate based
on cooperation, trust and commitment can be
prompted people to share knowledge. (Brink,
2001: 5) Social Security Organizations was
formed as well as the country᾽s largest and most
experienced Social Insurance Fund To achieve
the lofty goals of human, social, economic and
livelihood in order to provide the appropriate
level of assurance for power labor and make
the realization of sustainable development
that creates peace and economic security,
social, political and cultural entails and led to
contributes the social justice. Hence, this study
is important because on the one hand, motivated
employees play a significant role in achieving
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Studing the relationship between intrinsic motivation and ...
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(Collins& Yeager, 1988; Finkelstein& Ham
brick, 1989 Balkin& Gomez-Mejia, 1990), labor
stability (stability) (Delaney& Huselid, 1996)
the organizational recognition (recognotion)
(Guallino& Prevot, 2008), and promotion
(promotion) (Challagalla& Shervani, 1996,
Delaney and Huselid, 1996).
Intrinsic motivation that is defined with
satisfied of the person about his job or his
business᾽s working environment as consisting
of four components: Self-confidence and
self-fulfillment (Self-confidence) (Oliver and
Anderson, 1994; Challagalla and Shervani,
1996), involvement and sense of belonging
(membership) (Leete, 2000), the feeling of
working for a honest organization (honesty)
(Robinson, 1996) and, autonomy in the
performance of activities (Autonomy) (Das&
Joshi, 2007).
The dependent variable of knowledge
transfer includes the following components:
learning, knowledge sharing, negotiation and
communication with others (Zarraga& Bonache,
2003; Bock et al., 2005; Ko et al 2005).
The stage were collected among community
sample data by randomly distributing the
questionnaire were used descriptive statistics
by helping SPSS and MINITAB software for
analysis data including mean, median, standard
deviation, minimum and maximum values and
also were used inferential statistics including
the chi-square test, Spearman and Kendall
correlation coefficients.
intrinsic motivation, extrinsic motivation,
knowledge transfer and its subscales is given in
Table (1).
As shown in Table (1), the mean and standard
deviation are the number of knowledge transfer
(3.51 and 0.94) and is allocated the lowest mean
and standard deviation into account. Intrinsic
motivation is constituted the greatest mean, the
amount of intrinsic and extrinsic motivation and
transfer of knowledge in this organization was in
the moderate to high level.
Inferential statistics
First hypothesis
As shown in Table (2), according to the
output of software SPSS, Kendall and Spearman
correlation coefficients between the two
variables of intrinsic motivation and knowledge
transfer is equal to (w = 0.452 and rs = 0.543) and
significance is equal to(P = 0.000) that is lower
than the standard significance level (α = 0.05).
The hypothesis H0 is rejected at the 95%
confidence level. Thus, it can be argued that
there is a significant relationship between two
variables intrinsic motivation and knowledge
transfer according to the positive correlation
coefficients and direct relationship. So,
according to the obtained result can be said that
manager should doing necessary training for
create a culture of customer satisfaction and
intrinsic motivation for doing affairs and internal
satisfaction after doing work and also create the
necessary conditions for its employees intrinsic
motivation. This result is consistent with the
study of Osterloh and Frey (2000) and Cruz et
al (2009) and Burgess (2005), Ding et al (2013).
Second hypothesis
As shown in Table (3) indicates, according
to the output of software SPSS, Kendall and
Spearman correlation coefficients between two
variables and knowledge transfer to external
stimulus is equal to (w =0.420 and rs = 0.520)
Research Findings
Descriptive statistics
Descriptive statistics index obtained for
Table 1. Central index and dispersion variables of research.
Variable
Mean
Medium
Standard Deviation
Intrinsic motivation
3.55
4.00
1.07
Extrinsic motivation
3.22
3.00
1.09
Knowledge transfer
3.51
4.00
0.94
15
Allameh SM and Eizadpanah N / IJOMA (2014), 2 (4): 10-19
Table 2. Assess the relationship between intrinsic motivation and knowledge transfer of employee.
Knowledge transfer
Kendall
Intrinsic
motivation
Spearman
Correlation
Significantly
requently
Correlation
Significantly
requently
0. 52
0.000
199
0.5 3
0.000
199
and significance is equal to (P = 0.000) that is
lower than standard significance level (α = 0.05),
Thus, it can be argued that there is a significant
relationship between two variables extrinsic
motivation and knowledge transfer according
to the positive correlation coefficients and
direct relationship.SS administrators should
be careful about the variety of benefits to their
employees and consider this factor according
to the fact that people have different attitudes
towards Triggers factors. This result is consistent
with the research results of Davenport Prusak
(199 ), Ruggles (199 ), sterloh
rey (2000),
Horowitz et al. (2003) and urgess (2005).
those employees who have highly motivated
in participatory behavior ( urgess, 2005,
p.3 2). Therefore, considering the importance
of knowledge transfer from person to person,
it is not surprising that employee motivation
is considered as an important obstacle to
the success of knowledge transfer. (Dyer
obeoka, 2000 sterloh
rey, 2000 Ruggles,
19
Szulansky, 2000) Given that humans are
creator of knowledge and creating knowledge in
the process of their work that they are located
mostly in the mind because the knowledge are
used frequently and mature. Some implicit
components that can be complied and recorded
and made tangible, So, the stored internal
knowledge transfer by using a customized
interactive process in which individuals meet
individual needs. Therefore, agency manager
should be noted that it is essential to make
communication and collaboration between
employees, create a friendly atmosphere and
increase the intrinsic motivation of employees
for participate, cooperation in teamwork,
creating a sense of honesty and truthfulness in
mind to capture the knowledge embedded in
their mind. Employees also need to understand
that organization respect for them and allowing
for personal and professional advancement by
providing good working conditions. Employees
should feel that they give them a sense of welfare
according to carried out activities.
Dealing honestly and alignment with the
goals of the organization and coordination is
one of factors to motivate the employees of
organization that this alignment provokes the
person and transfer instills a sense of organization
Conclusion
According to the results of the correlation
analysis of research hypotheses it can be
concluded that there is positive and significance
relationship between internal and extrinsic
motivation with knowledge transfer of employee
in SS of Kerman province and if the internal
and extrinsic motivation increase, the knowledge
transfer will be increased.
Given that knowledge transfer is an
important element in knowledge management
and today, it has been identified because of its
important role in creating competitive advantage
and organizational productivity and also it has
been acknowledged because a significant role in
creating a sustainable competitive advantage and
organizational productivity.
rganization that does not support properly
from exchange of knowledge between the part
of the organization and it is possible to lose
Table 3. Assessment the relationship between extrinsic motivation and knowledge transfer.
Knowledge transfer
Kendall
Extrinsic motivation
Correlation
Significantly
0. 20
0.000
Spearman
requently
199
16
Correlation
Significantly
0.520
0.000
requently
199
Studing the relationship between intrinsic motivation and ...
and loyalty to them and facilitate the transfer of
knowledge. So people are conscious and they
can feel a sense of independence that transfer
knowledge in face to face communication and
hope that this share knowledge and experiences
will help them to learn and will learn new
things, it tends to be that the researchers
recommend: leading scholars to recommend
that organizations provide opportunities for
employees to form social relationships in order
to enhance knowledge transfer (Argote, 1999;
Burgess, 2005: 328).
A significant number of knowledge
management of researches shows that
knowledge workers will be respected to
training opportunities which provided to them
by the moderators and knows this opportunity
as a way to increase motivation, knowledge
sharing, knowledge creation and encourage
loyalty to the organization (Hislop, 2009: 125).
So, the manager shall provide the training and
development of knowledge workers.
Studies have shown that the majority of
corporate managers and executives do not
believe to this fact that their organization
considers sharing knowledge and be rewarded
for it. (Ruggles, 1998) However, companies
that are leaders in knowledge management have
benefited from external rewards. (Davenport&
Long and Beers) Given that in the management
of knowledge, the fundamental meaning of
issue is a knowledge transfer. The efficiency in
different parts of the organization will promote
when people transfer the data, effective activities,
views, experiences, and benefits, lessons learned
from practical or impractical to others. Because
the organization᾽s productivity is not without
cost to, thus providing tangible and intangible
financial rewards and job stability and promotion
of staff who have taken an important step in the
transfer of knowledge, including strategies that
increase the extrinsic motivation of people and
accelerate knowledge transfer.
should also be eliminates barriers of knowledge
transfer for transfer their knowledge by aware
of how to motivate employees and explore its
dimensions and use the benefits of knowledge
transfer.
Because this research was conducted in social
security organizations and this organization
is a private entity, therefore recommended
that government departments have also done
research in this field. Extrinsic motivation alone
is not enough to maintain the effective use of
knowledge and institutional environment if
necessary to provide the intrinsic motivation
of employees, they will be able to transfer their
knowledge and managers should be aware their
employees about the organization᾽s mission and
strategy and know their employee as an asset and
a valuable resource.
Because of modern organization was
cognition and in the case of achieve the rare and
valuable sources of knowledge that will create
a competitive advantage for organizations.
Therefore, research is needed to investigate
the causes of internal and external managers
to motivate employees and its impact on the
transfer of knowledge. It is better that employed
people in parts of organization that is needed
more knowledge to facilitate the transfer of
knowledge and increase the speed of knowledge
transfer.
In conclusion it can be said that this issue
make difficulty in general ability of the findings
due to the research like being temporary, select a
province for assess, so repetitions of this research
in other province of country can increase the
power of general ability of the findings.
References
•
•
Recommendations and Limitations
Knowledge create the ability and power in
organization and this power was an important,
fundamental and essential source and must
be identified and managed to get the whole
organization, so the leaders of the organizations
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