Motivation on contextual performance in healthcare settings: the influence of work engagement and transformational leadership

Abstract

This study investigates the relationship between intrinsic and extrinsic motivation and the contextual performance of hospital employees in Jharkhand, India, focusing on the moderating role of transformational leadership and the mediating role of work engagement. The study uses self-determination theory to provide new insights into how these factors influence employee contextual performance beyond formal job requirements. This study employed a causal quantitative approach, utilising established measurement scales and a survey-based questionnaire distributed to 433 non-clinical healthcare professionals. Data were analysed using PLS-SEM. The findings reveal that intrinsic motivation alone does not directly enhance contextual performance. However, transformational leadership significantly moderates this relationship, while work engagement mediates it, underscoring its crucial role in promoting behaviours that exceed formal job duties. Despite being confined to hospital settings, the study offers valuable insights for practitioners and administrators aiming to enhance employee motivation and contextual performance. These results highlight the importance of fostering work engagement to encourage behaviours beyond formal job duties, particularly in hospital settings. The study's unique contribution lies in its practical implications for hospital administrators. It links leadership styles with improved contextual performance through enhanced work engagement, ultimately supporting better management practices and patient care.