Tanvi Paras Kothari, Sameer Sudhakar Pingle and Anushree Karani Mehta
The main objective of the study was to understand the impact of intrinsic and extrinsic motivation on productivity at two different times: before and after the pandemic era, among…
Abstract
Purpose
The main objective of the study was to understand the impact of intrinsic and extrinsic motivation on productivity at two different times: before and after the pandemic era, among middle and top-level professionals across India.
Design/methodology/approach
The study has adopted a shortitudinal approach. The data were collected two times from the same respondents: before the pandemic (T1) and after the pandemic (T2) following the convenience sampling. At T1, we received responses from 321 respondents. At T2, we received only 203 responses while contacting the same respondents. Thus, the final sample size was only 203 respondents.
Findings
The results revealed that in the pre-pandemic times, both intrinsic and extrinsic motivation impacted the productivity of middle and top-level professionals. Further, the study also revealed that only intrinsic motivation impacted productivity after the pandemic. Moreover, generational cohorts (pre-liberalization, early-liberalization and rapid growth generations) moderated the relationship between intrinsic and extrinsic motivation and Productivity at T1 and T2.
Research limitations/implications
Woven in the multiple theories, the study has some practical and theoretical nuances. The intrinsic and extrinsic motivations were rooted in the self-determination theory. The results also supported that extrinsic reward cannot increase intrinsic motivation in difficult times, and only intrinsic motivation is constant at all times, contributing to productivity. The HR department should understand the importance of intrinsic motivation and design employee benefits and policies.
Practical implications
The results also supported that extrinsic reward cannot increase intrinsic motivation in difficult times, and only intrinsic motivation is constant at all times, contributing to productivity. The HR department should understand the importance of intrinsic motivation and design employee benefits and policies.
Originality/value
Following the generational view, the study added that different generation reacts differently to the turbulent times.
Details
Keywords
Rajwinder Kaur, Sameer Pingle and Anand Kumar Jaiswal
This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study…
Abstract
Purpose
This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.
Design/methodology/approach
The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.
Findings
The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.
Originality/value
The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.