绩效薪酬对员工突破性创造力和渐进性创造力的影响

研究分别从认知评价理论和习得性努力理论视角考察了绩效薪酬对员工突破性创造力和渐进性创造力的影响及其作用机制, 并检验了变革型领导和交易型领导对上述两条路径的调节效应。基于24家企业的364对上下级匹配数据的研究结果表明：绩效薪酬对内在动机和突破性创造力没有显著的影响, 对外在动机和渐进性创造力有显著的正向影响。变革型领导调节绩效薪酬与突破性创造力的关系：高变革领导情境下, 绩效薪酬通过正向影响内在动机间接对突破性创造力产生正向影响; 低变革领导情境下, 绩效薪酬通过负向影响内在动机间接对突破性创造力产生负向影响。交易型领导调节绩效薪酬与渐进性创造力的关系：交易型领导通过强化绩效薪酬对外在动机的影响进而放大了绩效薪酬对渐进性创造力的正向效应。针对上述结果, 讨论了本文的理论与实践意义。

The Effect of Pay for Performance on Radical Creativity and Incremental Creativity

Owing to their distinctive focus on novelty and usefulness, radical creativity and incremental creativity may have different psychological antecedents. Drawing on cognitive evaluation theory and learned industriousness theory perspective, we conducted an empirical study concerning with the relationship between pay for performance (PFP) and employees’ intrinsic motivation and radical creativity as well as extrinsic motivation and incremental creativity. We also examined whether these relations were moderated by transformational leadership and transactional leadership. Data were collected from 364 dyads of employees and their immediate supervisors in 24 enterprises. The questionnaire for employee included PFP, intrinsic motivation, extrinsic motivation, transformational leadership, transactional leadership, willingness to take risks, organizational identification, and job complexity. Employee creativity was rated by their immediate supervisors. Theoretical hypotheses were tested by hierarchal regression analysis. Results of analyzing the matched sample showed that the relationships between PFP and both intrinsic motivation and radical creativity were nonsignificant, and the relationships between PFP and both extrinsic motivation and incremental creativity were positive; where transformational leadership was high, PFP was positively related to intrinsic motivation and radical creativity, whereas where transformational leadership was low, those relationships were negative; transactional leadership augmented PFP’s direct positive effect on extrinsic motivation and indirect positive effect on incremental creativity. Extending previous studies, this research demonstrated that PFP has a unique influence on radical creativity and incremental creativity, the result clarified the relationship between extrinsic reward and employee creativity in workplace from a new perspective. Second, by examining the mediating effect of intrinsic motivation and extrinsic motivation, the results contributed to our understanding on the mechanism through which PFP influence radical creativity and incremental creativity. Finally, through investigating the moderating effect of transformational leadership and transactional leadership, we confirmed that there are distinct bounded conditions of the effect of PFP on employees’ radical creativity and incremental creativity. Findings broaden understanding of the processes by which and the conditions under which PFP may promote or inhibit employees’ radical creativity and incremental creativity. Furthermore, the results also revealed that cognitive evaluation theory was more suitable for explaining the relationship between PFP and radical creativity, whereas learned industriousness theory could predict the PFP-incremental creativity relation more precisely.