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The main task of the government is to provide the best service to its citizens. The purpose of this study is to analyze the influence of empowerment and intrinsic motivation toward employee performance with a mediating role of organizational commitment. The research sample consisted of 104 employees at the Civil Registry Office of the Semarang City Government. The data carried out in 2018 and processed with a Partial Least Square Structural Equation Modeling (PLS SEM) using SmartPLS 3.2.8 Profesional License. The result of the analysis shows that empowerment and intrinsic motivation have significant effects on organizational commitment. The research results also find the significant effect of empowerment, intrinsic motivation, and organizational commitment on employee performance. The next research can be done by testing aspects of the organization, both those that are interpersonal within departments and relationships between departments

Motivated employees are crucial to organizations, but external interventions such as command systems and financial incentives may decrease motivation. If these external interventions are perceived to be controlling, they are expected to crowd out intrinsic motivation. This may also apply to other types of autonomous motivation such as public service motivation. The perception of external interventions is thus expected to be pivotal. This article investigates how the perception of a specific command system (obligatory student plans) is associated with intrinsic motivation and public service motivation. Using a dataset consisting of 3230 schoolteachers in Denmark, a structural equation model shows that the perception of obligatory student plans as controlling is negatively associated with all of the investigated types of employee motivation, supporting the idea that motivation crowding can occur.

Motivated employees are crucial to organizations, but external interventions such as command systems and financial incentives may decrease motivation. If these external interventions are perceived to be controlling, they are expected to crowd out intrinsic motivation. This may also apply to other types of autonomous motivation such as public service motivation. The perception of external interventions is thus expected to be pivotal. This article investigates how the perception of a specific command system (obligatory student plans) is associated with intrinsic motivation and public service motivation. Using a dataset consisting of 3230 schoolteachers in Denmark, a structural equation model shows that the perception of obligatory student plans as controlling is negatively associated with all of the investigated types of employee motivation, supporting the idea that motivation crowding can occur. Adapted from the source document.

AbstractI integrate the notion of intrinsic motivation, applied to economics most notably byFrey (1997), into the logic of individual contributions toward collective goods as analyzed sinceOlson ([1965] 1971). This illuminates the many and various ways through which the intrinsic motivation to contribute toward such goods can be crowded out by the application of selective incentives. I suggest that the crowding‐out effect increases the cost to society of organizing the provision of collective goods and argue in favor of designing selective incentives that mitigate this effect.

International audience ; How can we design conservation and development projects that produce lasting changes? How can we increase their effectiveness and legitimacy? The classical economic incentives of environmental policies (certification, sustainable forest management, payments for environmental services, green loans, etc.) are effective in the short term, but their environmental performance is not necessarily guaranteed in the long term. However, when the intrinsic motivations of beneficiaries are activated, these beneficiaries take greater ownership of the objectives of actions: they demonstrate more lasting behavioural change. Recent research combining behavioural economics and social psychology, conducted for such projects, is opening a rich and complementary avenue to mobilise this latent human potential. Considering intrinsic motivations implies recognising the importance of the psychological dimension of any action. Research and development decision-makers and donors can and ensure their calls for projects incorporate methods to identify and activate these motivations.

International audience ; How can we design conservation and development projects that produce lasting changes? How can we increase their effectiveness and legitimacy? The classical economic incentives of environmental policies (certification, sustainable forest management, payments for environmental services, green loans, etc.) are effective in the short term, but their environmental performance is not necessarily guaranteed in the long term. However, when the intrinsic motivations of beneficiaries are activated, these beneficiaries take greater ownership of the objectives of actions: they demonstrate more lasting behavioural change. Recent research combining behavioural economics and social psychology, conducted for such projects, is opening a rich and complementary avenue to mobilise this latent human potential. Considering intrinsic motivations implies recognising the importance of the psychological dimension of any action. Research and development decision-makers and donors can and ensure their calls for projects incorporate methods to identify and activate these motivations.

Purpose of the article: This study investigated the effects of healthy workplace practices through its dimensions (work-life balance, growth and development, employee recognition, employee involvement, and health and safety) on intrinsic motivation of ICT professionals working in the Nigerian public sector. Methodology/methods: The study employed the survey research design, and the simple random sampling technique was used to administer 315 copies of questionnaires distributed to ICT professionals working with the Lagos State Government, Nigeria. Scientific aim: Based on the existing literature, five hypotheses were tested using the inferential statistical technique of a co-variance based structural equation modelling of the Analysis of Moment Structure (AMOS) version 21. The outcomes of the multivariate statistical procedures yielded good fit indexes from the confirmatory factor analysis, measurement and structural models, respectively. Findings: The results of the tested hypotheses signposted a significant effect of work-life balance, growth and development, involvement, and employees' health and safety on intrinsic motivation. Also, an insignificant effect of employees' recognition was established on intrinsic motivation. Conclusions: This study concludes that employers in the public sector (government) should endeavour to restructure their workplace policies and practices to become healthy in nature with a view to enhancing employees' intrinsic motivation and well-being on the one hand and, viability and efficaciousness of the public sector on the other.

How can we design conservation and development projects that produce lasting changes? How can we increase their effectiveness and legitimacy? The classical economic incentives of environmental policies (certification, sustainable forest management, payments for environmental services, green loans, etc.) are effective in the short term, but their environmental performance is not necessarily guaranteed in the long term. However, when the intrinsic motivations of beneficiaries are activated, these beneficiaries take greater ownership of the objectives of actions: they demonstrate more lasting behavioural change. Recent research combining behavioural economics and social psychology, conducted for such projects, is opening a rich and complementary avenue to mobilise this latent human potential. Considering intrinsic motivations implies recognising the importance of the psychological dimension of any action. Research and development decision-makers and donors can harness this potential and ensure their calls for projects incorporate methods to identify and activate these motivations.

International audience How can we design conservation and development projects that produce lasting changes? How can we increase their effectiveness and legitimacy? The classical economic incentives of environmental policies (certification, sustainable forest management, payments for environmental services, green loans, etc.) are effective in the short term, but their environmental performance is not necessarily guaranteed in the long term. However, when the intrinsic motivations of beneficiaries are activated, these beneficiaries take greater ownership of the objectives of actions: they demonstrate more lasting behavioural change. Recent research combining behavioural economics and social psychology, conducted for such projects, is opening a rich and complementary avenue to mobilise this latent human potential. Considering intrinsic motivations implies recognising the importance of the psychological dimension of any action. Research and development decision-makers and donors can and ensure their calls for projects incorporate methods to identify and activate these motivations.