Working in teams has become common in many organisations. In studies about the performance of teams, psychological safety has become an popular topic. Psychological safety describes an atmosphere...Show moreWorking in teams has become common in many organisations. In studies about the performance of teams, psychological safety has become an popular topic. Psychological safety describes an atmosphere were employees feel comfortable speaking up about their concerns and new ideas. As the performance of an organisation is often dependent on innovation and innovative behaviour, we propose that psychological safety can positively predict innovative behaviour. Additionally, diversity was studied, specifically the characteristics age, gender, and work experience, and their individual influences on innovative behaviour and psychological safety. Previous research has shown mixed results about the performance of diverse teams, therefore it is necessary to extent research in this field. Data was collected using an online survey with questions regarding innovative behaviour and perceived psychological safety by employees from a Dutch organisation (N = 375). First, we used a simple linear regression to map the relationship between innovative behaviour and psychological safety. Second, we performed a simple linear regression to find the individual influences of age, gender, and work experience on respectively innovative behaviour and psychological safety. Additional analyses were performed to extend insight into the relations and internal structures of these constructs. Results showed that psychological safety is a positive predictor of innovative behaviour and that work experience can predict innovative behaviour in certain circumstances. We conclude that psychological safety can predict innovative behaviour and that diverse characteristics are unlikely to influence both constructs separately. However, further research is necessary to explain the role of diversity in this relationship, as this study has not been able to measure diversity as a team characteristic. Further suggestions and limitations are discussed.Show less
The aim of the present study was to investigate the effect of an enhanced invitation on intrinsic motivation for meeting participation. Meeting invitations were enhanced with behavioral insights...Show moreThe aim of the present study was to investigate the effect of an enhanced invitation on intrinsic motivation for meeting participation. Meeting invitations were enhanced with behavioral insights from the Self-determination theory and nudging research. A between-subjects field experiment with 139 participants was conducted at LEF Future Center from Rijkswaterstaat. It was expected that an enhanced invitation (experimental condition) would lead to a lower no-show rate and higher intrinsic motivation to participate during a one-day LEF session as compared to a standard invitation (control condition). At the start of the session, participants filled in a shortened version of the Intrinsic Motivation Inventory (IMI) which measured motivation, tension, autonomy, competence and relatedness. The results showed that the enhanced invitation led to higher overall motivation and a higher feeling of relatedness as measured with the IMI. No significant results were found for the no-show rate and the subscales intrinsic motivation, tension, autonomy and competence. Future research could investigate the working principles behind the invitation in more detail. The current research showed that it is important to give enough attention to the invitation in the preparation of a meeting because it can increase motivation.Show less
