J. Service Science & Management, 2010, 3, 198-205
doi:10.4236/jssm.2010.32024 Published Online June 2010 (http://www.SciRP.org/journal/jssm)
Employee’s Personality Traits, Work Motivation
and Innovative Behavior in Marine Tourism
Industry
Su-Chang Chen1, Ming-Chung Wu2, Chun-Hung Chen1*
1Department of Marketing and Logistics Management, National Penghu University, Penghu, Taiwan, China; 2Graduate Institute of
Marine Creative Industry, National Penghu University, Penghu, Taiwan, China.
Received March 30th, 2010; revised April 30th, 2010; accepted May 31st, 2010.
ABSTRACT
The purpose of this study is to understand the relationship among marine tourism employee’s personality traits, work
motivation and innovative behavior. In order to meet this purpose, the study conducts questionnaire survey. Question-
naire sample of 250 has been handed out and 215 valid samples have been collected. The results show that employees
with higher intrinsic work motivation are more likely to generate innovative behavior. The compensation in extrinsic
work motivation has a positive effect on employee’s innovative behavior. Intrinsic work motivation has mediated effect
between personality traits and innovative behavior. Extrinsic work motivation has partial mediated effect between per-
sonality traits and innovative behavior.
Keywords: Marine Tourism Industry, Personality Traits, Work Motivation, Innovative Behavior
1. Introduction
Tourism has become one of the most important industries
in the world, it was also called “industry without chim-
neys”, and its economic influences are vital for many
countries [1]. Based on 2007 world tourism analysis re-
ports, global tourist numbers reached 898 million in 2007
and created US 7.06 trillion economic outputs, the in-
come will account for 10.4% of the world’s GDP and
231 million people will be employed by the industry [2].
The tourism industry increasingly plays an important role
in the global economic development. Taiwan’s global
travel and tourism competitiveness was ranked 30th in
the world, the total demand of tourism traveling industry
reached US 3.789 billion, it contributed 4.51% to Tai-
wan’s GDP and created five hundreds and thirty thou-
sands job opportunities [2,3]. For many islands and coun-
tries situated near sea, marine tourism is an important
part in tourism industry, and it will compensate for Tai-
wan’s inadequate land space for recreation by developing
marine tourism.
Tourism industry is based on providing service and by
contacting with customers to fully satisfy customers’
needs for goods or services, since works are completed
by personnel workforces, and workforces are important
assets for enterprises. Personnel are originators of inno-
vation, and they are the most precious resource in mod-
ern enterprise. To encourage personnel transforming their
creativity into practical innovative behavior has become
a popular issue in recent years [4,5]. The business conti-
nuity depends on its innovation of organizations; the
creativity and innovation are the main innovation origin
of the enterprises. If their employees can effectively
execute their innovative behavior, it will help their en-
terprises stand out of complicated business environment
[6]. Earlier researches of innovative behavior were fo-
cused on the discussion of personal creativity. However,
personal creativity is just one part of personal innovative
behavior, and innovative behavior starts from the creativ-
ity of personnel, creativity helps the execution of innova-
tive behavior [7]. Creativity and the personality traits of
creator are mutually correlated, the relationship between
personality traits and creativity was important research
topic in the past [8]. The personality traits can considera-
bly interpret the happening cause and forecasting on in-
novative behavior [9]. However, it is not fully under-
stood on the relationship between personality traits and
innovative behavior in the past, this contributes to the
research motive of this study. Work motivation is the
composing element of creativity, they are correlated to
some extent, and work motivation can be divided into

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry199
intrinsic motivation and extrinsic motivation. Intrinsic
motivation positively influences creativity, extrinsic mo-
tivation is beneficial to the development of creativity in
certain scenarios [10,11]. The creativity and innovative
behavior of personnel are the main resources of enter-
prise innovation, however, the innovative behavior of
personnel will not generate automatically, and managers
should give their employees appropriate work motiva-
tions and further confirm the influence on their innova-
tive behavior. It is hoped to offer references for man-
agement in the industry. This study is to discuss what
will affect innovative behavior by personality traits and
work motivation; it is the second motivations of this
study.
This research uses the employees of marine tourism
industry in Penghu as the study target, and it is hoped to
understand how personality traits and work motivation
affect the innovative behavior.
2. Literature Review and Hypothesis
For many islands and countries situated near the sea, ma-
rine tourism is always an important contributing compo-
nent for tourism industry, the growth of marine tourism
industry is faster than other tourism industries [12]. The
related business include vocation resort, hotels, ferries,
beaches, seabed tourism ship, yacht business, promenade
sightseeing, swimming and diving equipment, fishing e-
quipments, equipment leasing, ferry and cruise business,
souvenir sell [12]. This research assumes that marine
tourism industry should include all the recreational ac-
tivities subjected by marine environment such as traffic,
dinning, hotels, traveling, recreation, entertainment and
other related industries, it includes those recreational
activities that involve travel away from one’s place of
residence.
2.1 The Relationship between Personality Traits
and Innovative Behavior
Among the theory of personality traits, Costa, McCrae&
Busch congregate many views of personality traits, their
proposed personality traits are widely accepted [13]. The
agreeableness, conscientiousness, extraversion and neu-
roticism of personality traits can considerably interpret
the happening cause and forecasting on personal behav-
ior [14,15]. However some researchers indicated that if
there are too many extrovert personnel in a team, it will
have an adverse effect. While each does things in his way,
it will be adverse to the achievements of a team [16].
Based on above literatures, this study proposes the
hypothesis:
H1: The personality traits of the marine tourism per-
sonnel have a significant influence on their innovative
behavior.
2.2 The Relationship between Personality Traits
and Work Motivation
Amabile et al. (1994) divided personality traits into six-
teen types according to Myers-Briggs Type Inventory
(MBTI) [17], it is found that personnel with extrinsic
motivation inclination is positively related with the ex-
traversion in personality trait; however, personnel with
intrinsic motivation inclination is not positively related
with the introversion in personality traits. According to
above literature, personality traits and work motivation
have mutual influence, and personnel with different per-
sonality traits will have disparate work motivations.
Hence, this research proposes the following hypothe-
ses:
H2: The personality traits of the marine tourism per-
sonnel have a significant influence on intrinsic work mo-
tivation.
H3: The personality traits of the marine tourism per-
sonnel have significant influences on their extrinsic work
motivation.
2.3 The Relationship between Work Motivation
and Innovative Behavior
Work motivation produces influences on different stages
of innovative behavior; intrinsic motivation has signifi-
cant positive interpretation and forecast on personal crea-
tivity and organizational innovation [18]. Most resear-
ches indicated that extrinsic motivation like gaining rec-
ognition and monetary reward will produce negative in-
fluence and extrinsic motivation factors like lack of lib-
erty, unable to get support from supervisors and afraid of
being evaluated, these factors will bring negative forecast
to creativity [17]. However, extrinsic motivation might
not produce negative influence on personnel who carries
on creative activity [18]. Some researchers assume that
extrinsic motivation produces negative influence on crea-
tivity; in the other hand, the predictability of extrinsic
motivation on innovative behavior could be a positive or
a negative influence.
Based on above literatures, this study proposes the
hypothesis:
H4: The intrinsic work motivation of the marine tour-
ism personnel has significant influences on their innova-
tive behavior.
H5: The extrinsic work motivation of the marine tour-
ism personnel has significant influences on their innova-
tive behavior.
2.4 The Relationship among Personality Traits,
Work Motivation and Innovative Behavior
Recent studies indicated that personality traits have a
positive influence on innovative behavior [9,14] however
some researchers proposed different opinions [16]. Intri-
nsic motivation is positively related to innovative behav-

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry
200
lated area. These survey items were revised deliberately
and then the questionnaires distributing procedure was
conducted. The distributed spots were on the marine tou-
rism commercial resort in Penghu, Taiwan. There were
250 questionnaires distributed totally, and we subtracted
the invalid questionnaires which were blank and incom-
plete answered, there were 215 valid samples back, the
valid response rate was 86%.
ior [5,18], the factors of extrinsic motivation also have
predictability on creativity [17,18]. Hence, this study
tries to use the widely accepted “Big Five” personality
traits and work motivation as research topic, and then
discusses what kind of work motivation will be generate
by some specific personality traits, and managers should
give their employees appropriate work motivations ac-
cording to different personality traits, and further confirm
the influence on their innovative behavior. 3.3 Measurement Tool
Hence, this research proposes the following hypothe-
ses: This study refers the study of McCrace & Costa (1992)
[16], the five personality traits (Big Five personality)
were adopted as the evaluation index basis. The Cron-
bach’s α value of personality traits was 0.72. In the work
motivation, this study adopted Amabile et al. (1994) [17]
& Fang’s (2002) [19] Work Preference Inventory (WPI)
scale, the Cronbach’s α value for the both scales were
0.81 and 0.74. For the innovative behavior questionnaire,
this study used the innovative behavior scale developed
by Scott & Bruce (1994) [20]. The Cronbach’s α value
was 0.88, the result indicated that the questionnaire reli-
ability was acceptable.
H6: The intrinsic work motivation of the marine tour-
ism personnel has significant mediating effect between
their personality traits and innovative behavior.
H7: The extrinsic work motivation of the marine tour-
ism personnel has significant mediating effect between
their personality traits and innovative behavior.
3. Methodology
3.1 Research Framework
To combine with the literature review in previous chapter,
this study uses the integrated model of the personality
traits, work motivation and innovative behavior to disc-
uss how personality traits of personnel of marine tourism
affect their innovative behavior (H1), the interactions
among the personality traits, extrinsic and intrinsic work
motivations (H2, H3), how intrinsic and extrinsic work
motivations affect innovative behavior (H4, H5), whether
or not intrinsic and extrinsic work motivations have sig-
nificant mediating effect on personality traits and inno-
vative behavior (H6, H7). The research framework of
this study is shown as Figure 1.
4. Results
4.1 The Relationship between Personality Traits
and Innovative Behavior
As the Table 1 shows, the three factors: agreeableness,
extraversion and openness to experience of personality
traits could explain 9% of the idea generation factor in
innovative behavior (F = 4.11, p ＜ 0.001); the three
factors; agreeableness, extraversion and openness to ex-
perience of personality traits could explain 10% of the
idea promotion factor in innovative behavior (F = 4.59, p
＜ 0.001); the three factors: agreeableness, extraversion
and openness to experience of personality traits could ex-
plain 10% of the idea implementation factor in innova-
tive behavior (F = 4.83, p ＜ 0.001); they all reached
the significant level, H1 was supported.
3.2 Procedure
The questionnaire method was conducted to carry out the
survey. The content of the questionnaire consisted of four
parts: personality traits, work motivation, innovative beh-
avior and basic data. Respective items were developed
based on the evaluation index proposed by scholars’ inre-
Personality
Traits
Intrinsic
Motivation
Extrinsic
Motivation
Innovative
Behavior
H1
H4
H5
H2
H3
H7
H6
Figure 1. The research framework

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry201
4.2 The Relationship between Personality Traits
and Work Motivation
After regression analysis, shown in Table 1, the agreeab-
leness and extraversion factors of personality traits could
explain 9 % of the enjoyment factor in work motivation
(F = 4.21, p ＜ 0.001); the three factors: agreeableness,
extraversion and openness to experience of personality
traits could totally explain 19 % of the challenge factor in
work motivation (F = 10.06, p ＜ 0.001); they all reach-
ed the significant level, H2 was supported. The three fa-
ctors: conscientiousness, neuroticism and openness to
experience of personality traits could totally explain 10%
of the outward factor in work motivation (F = 4.64, p ＜
0.001); the four factors: agreeableness, extraversion, neu-
roticism and openness to experience of personality traits
could totally explain 10% of the outward factor in work
motivation (F = 4.54, p ＜ 0.001); they all reached the
significant level.
4.3 The Relationship between Work Motivation
and Innovative Behavior
As the regression analysis in Table 2 shows, the enjo-
yment and challenge factors of intrinsic work motivation
could explain 24% of the idea generation factor in inno-
vative behavior (F = 33.96, p ＜ 0.001); the enjoyment
and challenge factors of intrinsic work motivation could
explain 24% of the idea promotion factor in innovative
(F = 33.10, p ＜ 0.001); the enjoyment and challenge
factors of intrinsic work motivation could explain 26% of
the idea implementation factor in innovative behavior (F
= 37.55, p ＜ 0.001); they all reached the significant
level. Hence, H4 was supported.
As the regression analysis in Table 3 shows, the com-
pensation factor in extrinsic work motivation could ex-
plain 10% of the idea generation factor in innovative
behavior (F = 12.14, p ＜ 0.00); the compensation fac-
tor in extrinsic work motivation could explain 13% of the
idea promotion factor in innovative behavior (F = 15.30,
p ＜ 0.001); the compensation factor in extrinsic work
motivation could explain 14% of the idea implementation
factor in innovative behavior (F = 17.08, p ＜ 0.001);
they all reached the significant level, H5 was supported.
4.4 The Relationship among Personality Traits,
Work Motivation and Innovative Behavior
As the multiple regression analysis in Table 4 shows, the
three factors: agreeableness, extraversion and openness
to experience of personality traits were significantly cor-
related with the idea generation factor in innovative beh-
avior. The enjoyment and challenge factors of work mo-
tivation were significantly correlated with the idea gen-
eration factor in innovative behavior work motivation.
However, if two factors of intrinsic work motivation
were added into the predictive variables, the correlation
among dependent variable and three personality traits fa-
ctors became insignificant, the β-value would be smaller
than the initial β-value, though the enjoyment and chal-
lenge factors of intrinsic work motivation were still sig-
nificantly correlated with idea generation.
As Table 5 shows, the three factors-agreeableness, ex-
traversion and openness to experience of personality tra-
its were significantly correlated with the idea promotion
factor in innovative behavior. The enjoyment and chal-
lenge factors of work motivation were significantly cor-
related with the idea promotion factor in innovative be-
havior. However, if two factors of intrinsic work motive-
tion were added into the predictive variables, the correla-
tion among dependent variable and three personality
traits factors became insignificant, the β-value would be
smaller than the initial β-value, though the enjoyment
and challenge factors of intrinsic work motivation were
still significantly correlated with idea promotion.
As the multiple regression analysis in Table 6 shows,
the three factors: agreeableness, extraversion and openn-
ess to experience of personality traits were significantly
correlated with the idea implementation factor in innova-
tive behavior. The enjoyment and challenge factors of
work motivation were significantly correlated with the
idea implementation factor in innovative behavior. How-
ever, if two factors of intrinsic work motivation were ad-
ded into the predictive variables, the correlation among
dependent variable and three personality traits factors
became insignificant, the β-value would be smaller than
the initial β-value, though the enjoyment and challenge
factors of intrinsic work motivation were still signify-
cantly correlated with idea implementation.
Table 1. Regression analysis of personality traits and work motivation and innovative behavior
Enjoyment Challenge Outward CompensationGeneration Promotion Implementation
Variable β t β t β t β t β t β t β t
Agreeableness –0.21 –2.87** –0.17 –2.35*–0.04–0.60–0.25–3.42***–0.15–1.98* –0.20 –2.67** –0.18–2.45*
Conscientiousness –0.04 –0.58 0.07 1.070.17 2.30*0.040.50 0.020.260.04 0.60 0.131.85
Extroversion 0.27 3.41*** 0.34 4.58***0.05 0.580.232.91**0.182.19* 0.20 2.45* 0.172.12*
Neuroticism 0.08 1.12 0.08 1.20–0.16–2.40*–0.15–2.23*0.050.740.10 1.49 0.030.36
Openness to
experience 0.08 1.06 0.17 2.47*0.17 2.31*–0.17–2.33*0.192.67** 0.15 2.13* 0.162.21*
Cumulative variance R2 0.09 0.19 0.10 0.10 0.09 0.10 0.10
Model F-value 4.21*** 10.06*** 4.64*** 4.54*** 4.11*** 4.59*** 4.83***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry
202
Table 2. Regression analysis of intrinsic work motivation on innovative behavior
Idea generation Idea promotion Idea implementation
Variable
β-value t-value β-value t-value β-value t-value
Enjoyment 0.31 4.92*** 0.35 5.52*** 0.42 6.69***
Challenge 0.29 4.51*** 0.24 3.70*** 0.18 2.86**
Cumulative variance R2 0.24 0.24 0.26
Model F-value 33.96*** 33.10*** 37.55***
**p ＜ 0.01, ***p ＜ 0.001
Table 3. Regression analysis of extrinsic work motivation on innovative behavior
Idea generation Idea promotion Idea implementation
Variable
β-value t-value β-value t-value β-value t-value
Extroversion –0.02 –0.27 0.04 0.56 0.06 0.95
Economic Reward 0.32 4.90*** 0.35 5.35*** 0.36 5.55***
Cumulative variance R2 0.10 0.13 0.14
Model F-value 12.14*** 15.30*** 17.08***
***p ＜ 0.001
Table 4. Hierarchical regression analysis of personality traits and intrinsic work motivation on idea generation
Analysis 1 Analysis 2 Analysis 3
Variable
β t VIF β t VIF β t VIF
Agreeableness –0.15 –1.98* 1.28 － － － –0.04 –0.59 1.35
Conscientiousness 0.02 0.26 1.22
－ － － 0.01 0.21 1.24
Extroversion 0.18 2.19* 1.47
－ － － 0.01 0.08 1.65
Neuroticism 0.05 0.74 1.09 － － － 0.01 0.13 1.10
Openness 0.19 2.67** 1.20 － － － 0.13 1.92 1.23
Enjoyment － － － 0.31 4.92*** 1.14 0.30 4.67*** 1.19
Challenge － － － 0.29 4.51*** 1.14 0.25 3.62*** 1.34
Cumulative variance R2 0.09 0.24 0.26
Model F-value 4.11*** 33.96*** 10.33***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001
Table 5. Hierarchical regression analysis of personality traits and intrinsic work motivation on idea promotion
Analysis 1 Analysis 2 Analysis 3
Variable β t VIF β t VIF β t VIF
Agreeableness –0.20 –2.67** 1.28 － － － –0.10 –1.38 1.35
Conscientiousness 0.04 0.60 1.22 － － － 0.04 0.66 1.24
Extraversion 0.20 2.45* 1.47 － － － 0.04 0.50 1.65
Neuroticism 0.10 1.49 1.09 － － － 0.06 0.98 1.10
Openness to experience 0.15 2.13* 1.20 － － － 0.10 1.44 1.23
Enjoyment － － － 0.35 5.52*** 1.14 0.33 5.13*** 1.19
Challenge － － － 0.24 3.70*** 1.14 0.19 2.72** 1.34
Cumulative variance R2 0.10 0.24 0.26
Model F-value 4.59*** 33.10*** 10.27***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry
203
Based on the above results, the factors of innovative
behavior were significantly correlated with partial factors
of personality traits, the factors of innovative behavior
were also significantly correlated with factors of intrinsic
work motivation. The correlation among factors of inno-
vative behavior and factors of personality traits became
less significant with the inclusion of factors of intrinsic
work motivation; the β-value would be smaller than the
initial β-value. It concluded that the intrinsic work moti-
vation was the mediating variable between personality
traits and innovative behavior. Hence, H6 was supported.
As the multiple regression analysis in Table 7 shows,
when two factors of extrinsic work motivation were ad-
ded into the predictive variables, the correlation among
dependent variable and agreeableness and extraversion
factors in personality traits became insignificant, the β-
value would be smaller than the initial β-value, though
the compensation factor of extrinsic work motivation was
significantly correlated with idea generation.
When two factors of extrinsic work motivation were
added into the predictive variables, the correlation among
dependent variable and agreeableness and extraversion
factors in personality traits became insignificant, the β-
value would be smaller than the initial β-value, though
the outward factor of extrinsic work motivation was sig-
nificantly correlated with idea promotion. It shows in
Table 8.
When two factors of extrinsic work motivation were
added into the predictive variables, the correlation among
dependent variable and agreeableness and extraversion
factors in personality traits became insignificant, the re-
spective β-values on innovative behavior became smaller,
though the compensation factor of extrinsic work moti-
vation was significantly correlated with idea implemen-
tation. It shows in Table 9.
According to the above research results, the factors of
innovative behavior are significantly correlated with fact-
ors of extrinsic work motivation. The correlation among
factors of innovative behavior, factors of personality tra-
its and factors of work motivation became less signific-
ant when factors of extrinsic work motivation were add-
ed into the predictive variables. Factors of personality tr-
aits and factors of innovative behavior were insignificant
though they were initially significant correlated, the re-
spective β-values on innovative behavior also became
smaller, therefore, the extrinsic work motivation was the
mediating variable between personality traits and innova-
tive behavior. Hence, H7 was partial supported.
Table 6. Hierarchical regression analysis of personality traits and intrinsic work motivation on idea implementation
Analysis 1 Analysis 2 Analysis 3
Variable
β t VIF β t VIF β t VIF
Agreeableness –0.18 –2.45* 1.28 －－－–0.07 –1.06 1.35
Conscientiousness 0.13 1.85 1.22
－－－0.14 2.21* 1.24
Extraversion 0.17 2.12* 1.47 －－－ 0.01 0.15 1.65
Neuroticism 0.03 0.36 1.09
－－－ 0.02 –0.28 1.10
Openness 0.16 2.21* 1.20 －－－ 0.11 1.63 1.23
Enjoyment － － －0.42 6.69*** 1.14 0.42 6.59*** 1.19
Challenge － － －0.18 2.86** 1.14 0.12 1.84 1.34
Cumulative variance R2 0.10 0.26 0.30
Model F-value 4.83*** 37.55*** 12.55***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001
Table 7. Hierarchical regression analysis of personality traits and extrinsic work motivation on idea generation
Analysis 1 Analysis 2 Analysis 3
Variable β t VIF β t VIF β t VIF
Agreeableness –0.15 –1.98* 1.28 －－－–0.06 –0.83 1.35
Conscientiousness 0.02 0.26 1.22
－－－ 0.02 0.29 1.26
Extraversion 0.18 2.19* 1.47 －－－ 0.10 1.25 1.53
Neuroticism 0.05 0.74 1.09
－－－ 0.09 1.40 1.13
Openness to experience 0.19 2.67** 1.20 －－－ 0.27 3.82*** 1.27
Outward － － －–0.02 –0.27 –0.02 –0.08 –1.26 1.14
Compensation － － －0.32 4.90***0.32 0.36 5.47*** 1.14
Cumulative variance R2 0.09 0.10 0.21
Model F-value 4.11*** 12.14*** 7.62***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry
204
Table 8. Hierarchical regression analysis of personality traits and extrinsic work motivation on idea promotion
Analysis 1 Analysis 2 Analysis 3
Variable β t VIF β t VIF β t VIF
Agreeableness –0.20 –2.67** 1.28 － － － –0.10 –1.44 1.35
Conscientiousness 0.04 0.60 1.22 － － － 0.03 0.46 1.26
Extraversion 0.20 2.45* 1.47 － － － 0.11 1.43 1.53
Neuroticism 0.10 1.49 1.09 － － － 0.16 2.43* 1.13
Openness to experience 0.15 2.13* 1.20 － － － 0.22 3.16** 1.27
Outward － － － 0.04 0.56 0.04 –0.01 0.16 1.14
Compensation － － － 0.35 5.35*** 0.35 0.38 5.80*** 1.14
Cumulative variance R2 0.10 0.13 0.23
Model F-value 4.59*** 15.30*** 8.69***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001
Table 9. Hierarchical regression analysis of personality traits and extrinsic work motivation on idea implementation
Analysis 1 Analysis 2 Analysis 3
Variable β t VIF β t VIF β t VIF
Agreeableness –0.18 –2.45*1.28 － － － –0.08 –1.18 1.35
Conscientiousness 0.13 1.85 1.22 － － － 0.12 1.80 1.26
Extraversion 0.17 2.12* 1.47 － － － 0.08 1.04 1.53
Neuroticism 0.03 0.36 1.09 － － － 0.08 1.27 1.13
Openness to experience 0.16 2.21* 1.20 － － － 0.23 3.31*** 1.27
Outward － － － 0.06 0.95 0.06 –0.02 –0.23 1.14
Compensation － － － 0.36 5.55*** 0.36 0.39 6.05*** 1.14
Cumulative variance R2 0.10 0.14 0.24
Model F-value 4.83*** 17.08*** 9.33***
*p ＜ 0.05, **p ＜ 0.01, ***p ＜ 0.001
5. Conclusions & Discussion
The hypotheses of this research are all established. It
means that employees with higher intrinsic work motiva-
tion are more likely to generate innovative behavior. The
compensation in extrinsic work motivation has a positive
effect to person’s innovative behavior. Intrinsic work
motivation has mediated effect between personality traits
and innovative behavior. Extrinsic work motivation has
partial mediated effect between personality traits and
innovative behavior.
The findings provide several implications, first of all,
if personnel have more enjoyment and challenge in their
intrinsic motivation, they will exhibit more innovative
behavior, therefore, the marine tourism industry should
reinforce the delight and challenge in the content of the
work. Personnel often chase delightful or suitable works
to fulfill self-actualized. However, most works are lack
of delight and challenge, and most employers have the
idea that personnel work only for payroll; the employers
often overlook the delightful working environment brou-
ght by work’s delight and the sense of achievement
brought by challenging work. Secondly, the compensa-
tion of extrinsic motivation is the most positively influe-
ntial factor for personnel’s innovative behavior, therefore,
the marine tourism industry should implement a fair in-
centive mechanism, and it will produce irresistible attrac-
tiveness for personnel who are attached to fair incentive.
In addition, the intrinsic work motivation of the marine
tourism personnel will have significant mediating effect
between their personality traits and innovative behavior.
Therefore, the marine tourism industry should provide
personnel with appropriate intrinsic work motivation
according to their personal traits, it will make personnel
acquire job satisfaction and the intrinsic work motivation
provision will promote the development of innovative
behavior. Finally, the compensation factor in extrinsic
work motivation will have partial mediating effect be-
tween their personality traits and innovative behavior.
Therefore, the marine tourism industry should provide
personnel with appropriate extrinsic work motivation
according to their personal traits, if the personnel are
attached to material life then the employer should give
them tangible reward, i.e. money; if the personnel are

Employee’s Personality Traits, Work Motivation and Innovative Behavior in Marine Tourism Industry205
attached to spiritual life then they might want an endow-
ment of power from the employer, and the appropriate
reward will promote the development of innovative be-
havior.
Future research can extend the present study in several
directions. One direction would be to replicate the same
questionnaire in different area and compares with this
study. For this study uses the five big personality traits as
the categorization standard for personality traits, future
researches could be measured with other factors in per-
sonality traits. In addition, this research uses intrinsic
work motivation and extrinsic work motivation as the
categorization of work motivation, the results could not
fully support all the hypotheses proposed by this research,
future researchers can measure with other factors to im-
prove the predictabilities.
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