Toward Enhanced Innovative Performance: An Examination of Extrinsic Motivation, Organizational Culture, and Perceived Organizational Support and Job Satisfaction

Abstract

This study investigates the influence of extrinsic motivation, organizational culture, and perceived organizational support on teachers' innovative performance in Tabuk, Saudi Arabia, with job satisfaction serving as a mediating mechanism. The study used a quantitative design to collect data from 390 teachers through stratified random sampling. The study used Structural Equation Modeling (SEM) to analyze the data and test both direct and indirect relationships. The results show that organizational culture creates a strong positive impact on innovative performance, while extrinsic motivation and perceived organizational support fail to produce direct impacts. Both extrinsic motivation and perceived organizational support improve job satisfaction, but organizational culture does not establish any meaningful connection. Job satisfaction, however, exhibits a strong positive influence on innovative performance. The mediation analysis shows that job satisfaction acts as a significant mediator for the relationships between extrinsic motivation and innovative performance and perceived organizational support and innovative performance, but does not serve as a mediator between organizational culture and innovative performance. Theoretically, the study develops social exchange and motivation-based theories by demonstrating different pathways that lead to innovation. Practically, the study shows that organizations need to build up both motivational systems and support systems because these systems will help policymakers, school teachers and management become more satisfied with their activities while driving innovation forward. The study has two main limitations, which stem from its cross-sectional design and its focus on a particular context, while offering opportunities for future research through longitudinal and cross-cultural studies.