Postindustrial transformations of administrative approaches to creative motivation

Keywords: creative management; knowledgeable product; intellectualized production; motivational mechanisms; high-tech processes


The decisive feature of creative management is the creation of conditions for self-realization, which determines the relevance of the study of the transformational vector of creative motivation for the development of creative capabilities of staff. A significant problem of psychological management approaches to creative motivation is the awareness of the need for continuously updated material incentives for staff. A reward received as a deserved prize may cause its unjustified expectation in the future, and its absence begins to be perceived as an unfair incentive system. Monetary motivation is also not an effective tool for stimulating the creative development of staff, because its positive-motivating effect only manifests itself in the first 48 hours. The introduction of a bonus system as a short-term incentive usually indicates the desire of managers to mechanically control the motivation of employees. The use of bonuses is based on the incorrect assumption that an employee does not fully utilize his own potential, and this leads to a motivated inconsistency between the actual and the possible volume of work. Thus, the system of bonus incentives, not taking into account the complex interweaving of market factors, market conditions, prices, products, competition, can destroy the employee's responsibility for achieving the resultant results. Motivated systems that directly rely on quantitative results of work often target workers to achieve short-term success, ignoring long-term development prospects. The effect of displacement of internal motivation with external motivation is manifested: interest in remuneration displaces interest in creative work. Material incentives appear to be incapable of motivating most of them to a long-term desire for self-improvement, development and achievement of creative results. Job satisfaction, diverse activities that require dedication, self-planning goals, education and training, and participation in management are often more important than attractive wages and bonuses in the form of a bonus. The psychological danger to the head is also the use of established non-material methods of stimulating creativity, which often provoke material expectations from the staff. The newest managerial approaches to creative motivation must mutually coordinate the nonlinear combination of different directions of material and immaterial stimulation, despite their certain contradictory nature. Thus, the motivation of creativity focuses on the psychological self-regulation of the individual, integrating the intellectual, motivational, volitional and emotional components of creative activity.


Amabile, T.M., & Pratt, M.G. (2016). The dynamic com-ponential model of creativity and innovation in or-ganizations: Making progress, making meaning. Re-search in Organizational Behavior, 36, 157–183. doi: 10.1016/j.riob.2016.10.001.

Bilton, C. (2015). Uncreativity: the shadow side of crea-tivity. International Journal of Cultural Policy, 21(2), 153–167. doi: 10.1080/10286632.2014.892933.

Carmeli, A., Dutton, J.E., & Hardin, A.E. (2015). Respect as an engine for new ideas: Linking respectful en-gagement, relational information processing and crea-tivity among employees and teams. Human Relations, 68(6), 1021–1047. doi: 10.1177/0018726714550256.

Del-Corte-Lora, V., Vallet-Bellmunt, T., & Molina-Morales, F.X. (2015). Be creative but not so much. Decreasing benefits of creativity in clustered firms. Entrepreneurship & Regional Development, 27(1–2), 1–27. doi: 10.1080/08985626.2014.995722.

Ferry Korn HayGroup. (2018). Emotional and social intelligence for effective leadership. Retrieved from demand.

Geng, Z., Li, C., Bi, K., Zheng, H., & Yang, X. (2018). Motivating service employee creativity: regulatory fo-cus and emotional labour. Journal of Service Theory and Practice, 28(2), 228–249. doi: 10.1108/JSTP-11-2016-0214.

Jyoti, J., & Dev, M. (2015). The impact of transforma-tional leadership on employee creativity: the role of learning orientation. Journal of Asia Business Stud-ies, 9(1), 78–98. doi: 10.1108/JABS-03-2014-0022.

Lasrado, F., Arif, M., Rizvi, A., & Urdzik, C. (2016). Criti-cal success factors for employee suggestion schemes: a literature review. International Journal of Organiza-tional Analysis, 24(2), 315–339. doi: 10.1108/IJOA-04-2014-0753.

Mayfield, J., Mayfield, M., & Sharbrough III, W.C. (2015). Strategic vision and values in top leaders’ communications: Motivating language at a higher level. International Journal of Business Communica-tion, 52(1), 97–121. doi: 10.1177/2329488414560282.

Mayfield, M., & Mayfield, J. (2016). The effects of leader motivating language use on employee decision mak-ing. International journal of business communication, 53(4), 465–484. doi: 10.1177/2329488415572787.

Mayfield, M., & Mayfield, J. (2017). Leader talk and the creative spark: A research note on how leader moti-vating language use influences follower creative envi-ronment perceptions. International Journal of Busi-ness Communication, 54(2), 210–225. doi: 10.1177/2329488416687057.

Miron-Spektor, E., & Beenen, G. (2015). Motivating crea-tivity: The effects of sequential and simultaneous learning and performance achievement goals on product novelty and usefulness. Organizational Be-havior and Human Decision Processes, 127, 53–65. doi: 10.1016/j.obhdp.2015.01.001.

Reznikova, T.O. & Bardadym, O.I. (2009). Analiz motyvatsiinoi chutlyvosti novatorskoho personalu pidp-ryiemstva. Sotsialno-humanitarni problemy menedzhmentu: materialy IV Mizhnar. nauk.-prakt. konferen-tsii (Donetsk, 23 zhovtnia 2009 r.). Donetsk: DDUU. 424–427 (in Ukrainian).

Sprenger, R.K. (2007). Mythos Motivation: Wege aus einer Sackgasse. Frankfurt/Main: Campus Verlag.

Steele, L.M., McIntosh, T., & Higgs, C. (2017). Intrinsic motivation and creativity: Opening up a black box. Handbook of research on creativity and leader-ship, 100–130.

Stephens, J.P., & Carmeli, A. (2017). Relational leadership and creativity: The effects of respectful engagement and caring on meaningfulness and creative work in-volvement. Handbook of Research on Leadership and Creativity, 273.

Waller, G. (2012). The myths of motivation: time for a fresh look at some received wisdom in the eating dis-orders? International Journal of Eating Disorders, 45(1), 1–16. doi: 10.1002/eat.20900.

Yoon, H.J., Sung, S.Y., Choi, J.N., Lee, K., & Kim, S. (2015). Tangible and intangible rewards and employ-ee creativity: The mediating role of situational extrin-sic motivation. Creativity Research Journal, 27(4), 383–393. doi: 10.1080/10400419.2015.1088283.

Abstract views: 4
PDF Downloads: 3
How to Cite
Svidruk, I. (2018). Postindustrial transformations of administrative approaches to creative motivation. Scientific Messenger of LNU of Veterinary Medicine and Biotechnologies. Series Economical Sciences, 20(91), 74-78.