Journal articles: 'Theory of work motivation'

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Michaelson, Christopher. "Meaningful Motivation for Work Motivation Theory." Academy of Management Review 30, no. 2 (April 2005): 235–38. http://dx.doi.org/10.5465/amr.2005.16387881.

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Basińska, Beata A. "Work Motivation Profiles and Work Performance in a Group of Corporate Employees: A Two-Step Cluster Analysis." Roczniki Psychologiczne 23, no. 3 (February 16, 2021): 227–45. http://dx.doi.org/10.18290/rpsych20233-3.

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Few studies have applied a person-centered approach to work motivation using cluster or profile analyses. Thus, little is known about which configurations of work motivations characterize professionals. The aim of this study is to establish the structure of work motivation profiles under the framework of self-determination theory and to examine the relationship between work motivation and subjective work performance. The study involved 147 corporate employees who completed the Multidimensional Work Motivation Scale and self-rated their work performance. The two-step cluster analysis was applied, followed by a one-way ANOVA and a post-hoc Bonferroni test. The findings revealed differences between the five profiles for all forms of motivational regulation on the self-determination continuum (large effect sizes). Further examination revealed that the employees’ current work performances differed across motivational profiles (medium effect size). Strongly and poorly motivated as well as autonomously motivated employees reported better subjective work performance compared to unmotivated individuals. In line with self-determination theory, the quantity and shape of motivation can be simultaneously considered in terms of both theoretical and practical implementation.

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Katzell, Raymond A., and Donna E. Thompson. "Work motivation: Theory and practice." American Psychologist 45, no. 2 (1990): 144–53. http://dx.doi.org/10.1037/0003-066x.45.2.144.

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Steers, Richard M., Richard T. Mowday, and Debra L. Shapiro. "Response to “Meaningful Motivation for Work Motivation Theory”." Academy of Management Review 30, no. 2 (April 2005): 238. http://dx.doi.org/10.5465/amr.2005.16387882.

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Al-Akeel, Nashwa, and Syeda Farhana Jahangir. "Relationship between Employees’ Cultural Background and Work Motivation (According to McClelland’s Need Theory of Motivation)." International Journal of Psychosocial Rehabilitation 24, Special Issue 1 (February 28, 2020): 156–63. http://dx.doi.org/10.37200/ijpr/v24sp1/pr201145.

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Park, JiHyeon, and JaeYoon Chang. "Exploration of work motivation structure and profiles based on self-determination theory among Korean employees." Korean Journal of Industrial and Organizational Psychology 29, no. 1 (February 28, 2016): 27–60. http://dx.doi.org/10.24230/kjiop.v29i1.27-60.

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The Self-determination theory (SDT) posits the existence of distinct taxonomy of motivation (i.e., amotivation, external, introjected, identified, integrated, and intrinsic motivation). The purpose of this study was to explore whether SDT’s work motivation structure can be applied to the understanding that of Korean employees, and to identify the motivational profiles for Korean employees together with their relationships with a variety of organizational outcomes. Data was collected from two separate samples of Korean employees(Study 1: 509 employees; Study 2: 153 employees). The results showed that unlike SDT taxonomy, autonomous motivations were not classified into three distinctive categories(identified, integrated, and intrinsic motivation). The results also revealed that there were three distinct motivational profiles(i.e., autonomous motivated, controlled motivated, and amotivated), and the largest proportion of Korean employees was covered by controlled motivated cluster. The autonomous motivated cluster had the most favorable levels of adaptive organizational outcomes(i.e., organizational commitment, job satisfaction), whereas the amotivated cluster was strongly related to non-adoptive organizational outcomes(i.e., turnover, emotional exhaustion). Based on these results, discussion was made regarding the distinct features of work motivation structure and motivational profiles in Korean work setting, and also future research directions were suggested.

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Putra, Eka Diraksa, Seonghee Cho, and Juan Liu. "Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory." Tourism and Hospitality Research 17, no. 2 (August 1, 2016): 228–41. http://dx.doi.org/10.1177/1467358415613393.

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The aim of this study was to examine extrinsic and intrinsic motivations as the antecedents of work engagement and to empirically test the motivation crowding theory using hospitality employees. The findings showed that intrinsic motivation played an important role in improving employees’ work engagement. The study also found that there was no indication that employees’ intrinsic motivation diminished when extrinsic motivation entered. It is also suggested that employers need to understand that creating a comfortable workplace environment and making jobs more interesting and meaningful will increase employees’ intrinsic motivation, which will help employees to engage more at work. Motivational antecedents of work engagement have been rarely studied and no studies have been conducted to research impacts of extrinsic and intrinsic motivators on employees’ work engagement in the hospitality industry, particularly in small restaurant businesses. In addition, empirical studies on motivation crowding theory are needed due to the inconclusive results.

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Steers, Richard M., Richard T. Mowday, and Debra L. Shapiro. "The Future of Work Motivation Theory." Academy of Management Review 29, no. 3 (July 2004): 379–87. http://dx.doi.org/10.5465/amr.2004.13670978.

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Griffin, Ricky W., Sandy J. Wayne, and Craig C. Pinder. "Work Motivation-Theory, Issues, and Applications." Administrative Science Quarterly 30, no. 2 (June 1985): 299. http://dx.doi.org/10.2307/2393116.

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Gagné, Marylène, and Edward L. Deci. "Self-determination theory and work motivation." Journal of Organizational Behavior 26, no. 4 (April 14, 2005): 331–62. http://dx.doi.org/10.1002/job.322.

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Kanfer, Ruth. "Work Motivation: Advancing Theory and Impact." Industrial and Organizational Psychology 2, no. 1 (March 2009): 118–27. http://dx.doi.org/10.1111/j.1754-9434.2008.01120.x.

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It is not often that one gets the opportunity to engage other scholars in lively written dialogue on a topic close to his/her professional heart. So I felt honored to provide the target article on work motivation (Kanfer, 2009), and I looked forward to reading my colleagues’ commentaries. As I had hoped, each commentary was quite stimulating. Some commentaries were also provocative, whereas others were more instructive. Regardless of orientation and issue, however, each commentary reflected a positive, forward-looking tone. That is, from a Reichenbach (1951) perspective, the commentaries seem to emphasize discovery (e.g., building new perspectives and approaches) over justification (e.g., extending, refining, and reconciling extant theories that dominated much of the late 20th century). Although paradigmatic work remains important, its role is cast more in the service of new advances rather than the other way around. As the commentaries also demonstrate, many new ideas and research directions are emerging. Their traction and utility for work motivation scientists and organizational personnel raise exciting, empirical questions.

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Ryan, James C. "Development of a Measure of Work Motivation for a Meta-Theory of Motivation." Psychological Reports 108, no. 3 (June 2011): 743–55. http://dx.doi.org/10.2466/01.14.20.pr0.108.3.743-755.

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This study presents a measure of work motivation designed to assess the motivational concepts of the meta-theory of motivation. These concepts include intrinsic process motivation, goal internalization motivation, instrumental motivation, external self-concept motivation, and internal self-concept motivation. Following a process of statement development and identification, six statements for each concept were presented to a sample of working professionals ( N = 330) via a paper-and-pencil questionnaire. Parallel analysis supported a 5-factor solution, with a varimax rotation identifying 5 factors accounting for 48.9% of total variance. All 5 scales had Cronbach alpha coefficients above .70. Limitations of the newly proposed questionnaire and suggestions for its further development and use are discussed.

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Ko, Eun Jung, and Sang Soo Kim. "Intention to use flexible work arrangements." Journal of Organizational Change Management 31, no. 7 (November 12, 2018): 1438–60. http://dx.doi.org/10.1108/jocm-01-2018-0001.

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Purpose The purpose of this paper is to investigate gender differences in motivations to use flexible work arrangements (FWAs) in Korea. Design/methodology/approach Based on a literature review on theory of planned behaviour (TPB), this study considers four motivational factors that influence the intention to use FWA: motivation for personal life, motivation for productivity, peer behaviour and concerns about career disadvantages. Survey response data drawn from 92 male and 105 female Korean workers were used to analyse differences by gender. Findings As for the male respondents, all four motivational factors have a significant effect on the intention to use FWA. However, in the female respondents, the effects of concerns about career disadvantages on the intention to use FWA are not significant. The results of gender differences analysis show that significant difference was not found in the effect of motivation for personal life on the intention to use FWA while the other three motivational factors have significant differences by gender. Research limitations/implications In this research, basing its conceptual background on TPB, a novel approach is taken by introducing motivational factors as the antecedents of intention to use FWA. This is a more systematic view on individuals’ behavioural mechanism relating to the intention to choose FWA. It is also meaningful in that this study looks at the intention to use FWA from a broader perspective by suggesting gender differences as critical analysis criteria given the uniqueness of Korean labour market. Practical implications For an effective operation of FWA, it is important not only to launch a flexible working programme itself, but also to ensure that the users are properly understood and fairly evaluated. Originality/value Considering the motivations of utilising FWA from various angles will contribute to coming up with various measures to raise the use and effectiveness of FWA.

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Raposo, Frederico Zarazaga, David Sánchez-Oliva, Eliana Veiga Carraça, António Labisa Palmeira, and Marlene Nunes Silva. "The Dark Side of Motivational Practices in Exercise Professionals: Mediators of Controlling Strategies." International Journal of Environmental Research and Public Health 17, no. 15 (July 26, 2020): 5377. http://dx.doi.org/10.3390/ijerph17155377.

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According to the Self-Determination Theory, perceived job pressures can coerce professionals to develop more controlled motivations towards their work, and consequently increase the probability of using controlling motivational strategies. This study sought to analyze work-related motivations as mediators between two types of perceived job pressures: organizational constraints and perceptions of clients’ controlled motivation and the use of controlling motivational strategies by exercise professionals. Using a cross-sectional design, involving 366 exercise professionals (172 women), mediation paths were assessed following Preacher and Hayes statistical procedures. Models were adjusted for gender, work experience (years), and the internal tendency to feel events as pressuring. Organizational constraints were associated with lower autonomous motivation for work and the use of controlling strategies. Perceptions of clients’ controlled motivation were associated with work-related amotivation and the use of controlling strategies. Amotivation mediated the association between organizational constraints and controlling strategies. Overall, results support theoretical predictions and previous research, extending it to the exercise domain, highlighting the interplay between job pressures, work-related motivations, and the use of controlling strategies. The understanding of what influences exercise professionals’ motivation, and consequently the motivational strategies they use, is of paramount importance for exercise promotion and the benefit of those who seek their expert guidance.

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Szulawski, Michał. "Non‑Financial Methods of Motivation at Work – The Self‑Determination Theory Perspective." Kwartalnik Ekonomistów i Menedżerów 44, no. 2 (April 1, 2017): 69–82. http://dx.doi.org/10.5604/01.3001.0010.5939.

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The article describes the implications of the self‑determination theory in non‑ ‑financial methods of motivating workers in companies. The self‑determination theory and the related research suggest that in order to develop intrinsic motivation and integrated forms of extrinsic motivation at work, the three universal needs of autonomy, competence and relatedness have to be fulfilled. The article gives examples of work organization and work situations where the needs are not satisfied, and presents the ways of communication between the managers and coworkers and work organization, which support the development of the desired forms of motivation through the three universal needs.

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Qarri, Havë, and Jusuf Fejza. "MOTIVATION FACTORS AT WORK." Knowledge International Journal 28, no. 5 (December 10, 2018): 1563–65. http://dx.doi.org/10.35120/kij28051563h.

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There are many theories about motivation. Different scholars have tried to find out why some people want to work and some do not, why some people are better than others and what motivates them to achieve results. There is one but a very simple recipe on how to motivate people. The motive depends on the individual, the situation or the people with whom we are working. Motivation theories can only be used as a tool. But commanders need to know when and how to use the right tool (theory).Motivation is a very specific topic and not very elaborate among us. Therefore, we took the courage to choose this subject as a course. In order to make the work as rich as possible we have used different literature."To win competitive advantage and survive in the global economy, managers must motivate their employees. Motivation is a complex psychological process in which demands and desires create driving forces that aim at achieving goals.

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Klein, Howard J. "An Integrated Control Theory Model of Work Motivation." Academy of Management Review 14, no. 2 (April 1989): 150–72. http://dx.doi.org/10.5465/amr.1989.4282072.

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Klein, Howard J. "An Integrated Control Theory Model of Work Motivation." Academy of Management Review 14, no. 2 (April 1989): 150. http://dx.doi.org/10.2307/258414.

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Shchegortsova, Viktoria Mykolaivna. "MOTIVATION OF CIVIL SERVANTS FROM ARCHETYPICAL APPROACH PERSPECTIVE: THEORY AND PROBLEM ISSUES." UKRAINIAN ASSEMBLY OF DOCTORS OF SCIENCES IN PUBLIC ADMINISTRATION 1, no. 14 (June 16, 2018): 356–66. http://dx.doi.org/10.31618/vadnd.v1i14.125.

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The theoretical bases of motivation of civil servants are considered in the article. The description of the basic motivational theories is presented. Substantive theories of motivation (A. Maslow, K. Alderfer, D. McCleland, F. Hertzberg) are based on the analysis of the motivational sphere of a person, on the direct relationship between satisfaction/dissatisfaction of human needs and motivation. In the procedural theories of motivation (V. Vroom, J. Adams, E. Lock, Porter-Lawler theory), the process of motivation is studied and attention is focused on the influence of external factors on the motivation of a person. On the basis of a review of the achievements of the scientific foundations of motivation, recommendations were made to the heads of the public administration authorities on the implementation of the motivation function. Generalized the main problems of labor motivation, typical for staff, regardless of the form of ownership of the organization. The following problems and obstacles in personnel motivation are identified: the complexity of research and determination of the motives of the individual, the problem of fairness in evaluating the performance of management and staff, dissatisfaction with hygiene factors, complex relationships in the team, inadequate expectations on the part of the employee, many innovations and changes in organization of work, monotony of activity, incompatibility of the worker’s qualification with the level of work, constant changes, stressful situations can cause apathy to slave father. Based on the results of the expert survey, the main problems of labor motivation in public administration bodies were identified. The system of motivating public servants has a number of shortcomings: dissatisfaction with the size of material security, the existence of state-wide interdepartmental and regional differences in the wage rates of civil servants, injustice with individual bonuses. The motivation of public servants is based on the opportunities for career growth, increasing competence, the prestige of working in government bodies, the stability of employment, job satisfaction, the amount of annual leave, good pensions and the opportunity to be involved in significant cases for society.

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Goodboy, Alan K., Matthew M. Martin, and San Bolkan. "Workplace Bullying and Work Engagement: A Self-Determination Model." Journal of Interpersonal Violence 35, no. 21-22 (June 27, 2017): 4686–708. http://dx.doi.org/10.1177/0886260517717492.

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This study modeled motivational mechanisms that explain the negative effects of workplace bullying on work engagement. Guided by self-determination theory, workplace bullying was predicted to decrease worker engagement indirectly, due to the denial of employees’ basic psychological needs and their intrinsic motivation to work. From a sample of 243 full-time employees, serial multiple mediation models revealed that the indirect relationships between workplace bullying and work engagement (i.e., vigor, dedication, absorption) were serially mediated by basic psychological needs and intrinsic motivation to work. In support of self-determination theory, this study revealed that workplace bullying indirectly disengages employees from their work by denying them of their autonomy and relatedness needs and thwarting their motivation to perform work in a fulfilling way.

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Jensen, Ulrich Thy, and Louise Ladegaard Bro. "How Transformational Leadership Supports Intrinsic Motivation and Public Service Motivation: The Mediating Role of Basic Need Satisfaction." American Review of Public Administration 48, no. 6 (March 27, 2017): 535–49. http://dx.doi.org/10.1177/0275074017699470.

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Motivating public service employees to greater effort is a key issue for managers and scholars. Transformational leadership concerns behaviors to develop, share, and sustain a vision for the organization and has been suggested as an important lever in this respect. However, we know little about the processes by which transformational leadership may stimulate work motivation. Integrating transformational leadership, public service motivation (PSM), and self-determination theory, this article sheds light on the psychological mechanisms underlying the motivational effects of transformational leadership. According to structural equation modeling, the relationships between transformational leadership and two types of autonomous work motivation—intrinsic motivation and PSM—are mediated by the satisfaction of the basic psychological needs for autonomy, competence, and relatedness. Our findings support the claim that the motivational effects of transformational leadership are mediated by need satisfaction, but also that satisfaction of individual needs is not equally important for intrinsic motivation and PSM, respectively.

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Locke, Edwin A. "Goal theory vs. control theory: Contrasting approaches to understanding work motivation." Motivation and Emotion 15, no. 1 (March 1991): 9–28. http://dx.doi.org/10.1007/bf00991473.

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Howard, Joshua, Marylène Gagné, Alexandre J. S. Morin, and Anja Van den Broeck. "Motivation profiles at work: A self-determination theory approach." Journal of Vocational Behavior 95-96 (August 2016): 74–89. http://dx.doi.org/10.1016/j.jvb.2016.07.004.

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Duffy, Jack. "Review of Work motivation: History, theory, research, and practice." Canadian Psychology/Psychologie canadienne 48, no. 4 (2007): 275–76. http://dx.doi.org/10.1037/cp.48.4.275.

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Carlisle, Ysanne M., and David J. Manning. "The Concept of Ideology and Work Motivation." Organization Studies 15, no. 5 (September 1994): 683–703. http://dx.doi.org/10.1177/017084069401500503.

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Shamir (1991: 405) noted that 'current reviews of work-motivation theories are unanimous in their dissatisfaction with the state-of-the-art'. He concluded that existing theories offer an inadequate account of the impetus of employ ment and should be 'supplemented by a self-concept based theory of work motivation'. This paper suggests that the concept of ideology can provide a foundation for this kind of theory. First, it attempts to elucidate the explanatory power of the concept of ideology in the context of understanding the effective performance of organizational members. Second, it indicates how ideology can be shown to address the issues of organizational dynamism which Shamir found to be problematic. Third, it shows how the nature of ideologic, in con junction with the substance of ideological belief, offers an explanation of the variety to be found in organizational behaviour.

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Septiawan, Bambang, and Endah Masrunik. "Motivation of Generation Z at Work." Jurnal Studi Manajemen dan Bisnis 7, no. 2 (November 18, 2020): 74–82. http://dx.doi.org/10.21107/jsmb.v7i2.9044.

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This study aims to analyze the work motivation of Sultan Coffee employees in line with the main theories, process theories, and contemporary theories. The subjects of this research were 4 employees of Sultan Coffee, who were classified as Gen Z. This research is qualitative and focuses on descriptive description because it aims to test the theory mentioned earlier. The results of the study show that the work motivation of the Z generation of sultan coffee employees is proven to be in accordance with the three theories. Specifically to fulfill their interests, the work environment is full of peers, and to carry out the mandate of their teacher.

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Grabowski, Damian, Agata Chudzicka-Czupała, and Katarzyna Stapor. "Relationships between work ethic and motivation to work from the point of view of the self-determination theory." PLOS ONE 16, no. 7 (July 1, 2021): e0253145. http://dx.doi.org/10.1371/journal.pone.0253145.

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Most studies on motivation to work concentrate on its environmental and situational antecedents. Individual values are not the point of interest of empirical analyses. The aim of the research described in the paper was to seek possible relationships between work ethic and motivation to work. A hypothesis was put forward that work ethic, in the classical Weberian approach, is connected with motivation to work, from the point of view of Ryan’s and Deci’s self-determination theory. The study on a sample of 405 Polish employees was conducted with use of the Polish version of Multidimensional Work Ethic Profile MWEP-PL and Work Extrinsic and Intrinsic Motivation Scale, in the Polish adaptation WEIMS-PL. The Canonical Correlation Analysis was used to assess the simultaneous interrelationships between two sets of the variables measured. The results show that selected dimensions of work ethic, such as centrality of work, valuing hard work, perceiving work as an obligation, anti-leisure sentiment and delay of gratification are positively related to autonomous dimensions of motivation: intrinsic motivation, integration and identification, and non-autonomous introjection. Attributing a high value to hard work, including the conviction that it leads to success, aversion to wasting time and self-reliance correlate positively with taking up work for extrinsic rewards and with the desire to acquire a positive opinion about oneself as well as gain approval and recognition from others. Work ethic is connected on the one hand with autonomous motivation, including in particular intrinsic motivation, and on the other hand with extrinsic motivation, with the striving for success, which is the result of work. After empirical verification the findings could become a base for training programs and shape the way of influencing people’s motivation, morale, attitude towards work and job satisfaction. They can result in the way employees are managed and selected for different tasks.

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Syafe'i, Syafe'i, Alhadi Yan Putra, and Nur Ahyani. "The Correlation Between Work Motivation and Work Discipline on Teacher Performance." Edunesia : Jurnal Ilmiah Pendidikan 2, no. 2 (March 26, 2021): 424–43. http://dx.doi.org/10.51276/edu.v2i2.141.

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This study aims to determine the correlation between work motivation and work discipline on teacher performance. The formulation of the problems in this study: (1) is there a correlation between work motivation and teacher performance?, (2) is there a correlation between work discipline and teacher performance?, (3) is there a correlation between work motivation and work discipline on teacher performance. This type of research is descriptive quantitative. The sample in this study amounted to 74 students. Data collection techniques in the form of tests and documentation. The instrument used was a test sheet. The theories used are teaching and learning strategy theory and learning evaluation theory. The results of this study. Based on the respondents' perceptions of work motivation, a score range of 116-150 was obtained, with a total score of 20409 and an average score of 130.79 which in this case was categorized as quite good. Respondents' perceptions about the effect of work discipline on teacher performance obtained a score range of 107 - 151, with a total score of 20191.00 and an average score of 134.43 which is in the good category. The degree of influence of the work motivation variable (X1) and the work discipline variable (X2) on teacher performance (Y) was 0.73 or 73%. This shows that the teacher's performance (Y) is jointly (simultaneously) influenced by the work motivation variable (X1) and the work discipline variable (X2) by 73% while the remaining 27% is influenced by other factors outside the equation model.

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Shuck, Brad, Taylor Peyton Roberts, and Drea Zigarmi. "Employee Perceptions of the Work Environment, Motivational Outlooks, and Employee Work Intentions: An HR Practitioner’s Dream or Nightmare?" Advances in Developing Human Resources 20, no. 2 (February 15, 2018): 197–213. http://dx.doi.org/10.1177/1523422318757209.

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The Problem Reinforcement theory has inspired many types of human resource development (HRD) initiatives. Despite their widespread use, reinforcement-focused programs, designed to control the outcome of behavior through external rewards, have proven expensive and cumbersome to manage and have an alarmingly low rate of return on investment. There is a critical need to better understand motivation in work environments as well as to explore more efficacious forms of motivation, both intrinsic and extrinsic simultaneously. The Solution Self-determination theory (SDT) is concerned with forward influence, independent choice, and the degree to which behavior is internalized as self-determined. Sources of employee motivation are influenced by employee perceptions of the work environment as well as behavioral outcomes. The most optimal forms of motivation are believed to originate from internal regulation of basic psychological needs rather than external forms of motivation such as those central to reinforcement-focused theory and practice. The Stakeholders We question which forms of motivation are most optimal for influencing employee behavior in the workplace, including long-held traditions of reinforcement-grounded programming, and present new models for understanding the role of motivation in HRD. Results of this study focus the conversation on SDT and explore specific implications for practice.

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Yen, Wen-Wei. "Relationships among perceptions of organizational politics (POPs), work motivation and salesperson performance." Journal of Management & Organization 21, no. 2 (January 14, 2015): 203–16. http://dx.doi.org/10.1017/jmo.2014.75.

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AbstractSalespersons differ from office workers in office time, work pressure and salary structure, thus their perceptions of organizational politics (POPs) and work motivations may also differ. Based on literature review and the expectancy theory of motivation, this study proposes three hypotheses: (1) POPs is positively related to salesperson performance, (2) POPs is positively related to salesperson work motivation and (3) there is mediator effect for work motivation in the relationship between POPs and salesperson performance. A questionnaire survey was conducted on four representative companies from the list of product manufacturers and service providers in Taiwan. The POPs and work motivation questions were answered by the salespersons, whereas the salespersons’ performance questions were assessed by the sales managers. A total of 850 questionnaires were distributed with 510 valid responses returned for hypotheses testing. The results support the three hypotheses, suggesting POPs can lead to improved salesperson performance, and this effect is mediated through work motivation. This new finding disagrees with the orthodox finding within the literature, which states that POPs and job performance for office workers are negatively correlated. The inconsistency may be ascribed to different work motivations between two groups of organizational members.

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Sigaard, Karen Tølbøl, and Mette Skov. "Applying an expectancy-value model to study motivators for work-task based information seeking." Journal of Documentation 71, no. 4 (July 13, 2015): 709–32. http://dx.doi.org/10.1108/jd-03-2014-0047.

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Purpose – The purpose of this paper is to operationalise and verify a cognitive motivation model that has been adapted to information seeking. The original model was presented within the field of psychology. Design/methodology/approach – An operationalisation of the model is presented based on the theory of expectancy-value and on the operationalisation used when the model was first developed. Data for the analysis were collected from a sample of seven informants working as consultants in Danish municipalities. Each participant filled out a questionnaire, kept a log book for a week and participated in a subsequent interview to elicit data regarding their information source behaviour and task motivation. Findings – Motivation affected source use when the informants search for information as part of their professional life. This meant that the number of sources used and the preference for interpersonal and internal sources increased when the task had high-value motivation or low-expectancy motivation or both. Research limitations/implications – The study is based on a relatively small sample and considers only one motivation theory. This should be addressed in future research along with a broadening of the studied group to involve other professions than municipality consultants. Originality/value – Motivational theories from the field of psychology have been used sparsely in studies of information seeking. This study operationalises and verifies such a theory based on a theoretical adaptation of this model made by Savolainen (2012c).

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Tongo, Constantine Imafidon. "Collective work motivation in knowledge based organizations." Team Performance Management 21, no. 7/8 (October 12, 2015): 386–404. http://dx.doi.org/10.1108/tpm-06-2015-0030.

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Purpose – Collective work motivation (CWM) has been construed as humans’ innate predispositions to effectively undertake team-oriented work activities under ideal conditions (Lindenberg and Foss, 2011). However, management research aimed at explicating its etiology in knowledge-based organizations (KBOs) has been largely ignored. Given that these organizations strive to gain market competitiveness by motivating employees to cooperatively share knowledge, as well as protect organizational specific knowledge from being externally expropriated, it becomes expedient to understand how they can mobilize and sustain CWM that is geared towards the normative goal of knowledge sharing and knowledge protection. Design/methodology/approach – Conceptual insights from the social identity theory were deployed by the study. Findings – Three hypothetical principles derived from the processes of social categorization, social comparison and social identification tentatively mobilize and sustain CWM in KBOs. Originality/value – This paper adopts the social identity perspective to CWM. In so doing, it sees CWM as a team-based intrinsically derived process rather than an extrinsic means of eliciting the motivation of people in KBOs to engage in the normative goal of knowledge sharing and protection.

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Burmeister, Anne, Andreas Hirschi, and Hannes Zacher. "Explaining Age Differences in the Motivating Potential of Intergenerational Contact at Work." Work, Aging and Retirement 7, no. 3 (April 2, 2021): 197–213. http://dx.doi.org/10.1093/workar/waab002.

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Abstract Understanding the effects of intergenerational contact at work is important given aging and increasingly age-diverse workforces. The aim of this research was to better understand who derives motivational benefits from intergenerational contact, and the processes by which this occurs. To do so, we adopted a motivational lens grounded in need-based theories of work motivation and lifespan development theory. We argue that the motivating effect of intergenerational contact on work engagement via sense of belonging is more pronounced for older compared with younger employees due to changes in goal priorities across the lifespan. Specifically, we posit the generativity motive and perceived remaining time at work as lifespan-related mechanisms that explain the moderating effects of age on the links between intergenerational contact and work engagement. In Study 1, a laboratory experiment with 45 younger and 45 older participants in Switzerland, we found support for a causal effect of intergenerational contact on sense of belonging. In Study 2, a three-wave field study with 560 employees in Germany, we found that sense of belonging mediated the relation between intergenerational contact and work engagement. Furthermore, perceived remaining time at work explained the moderating effect of age on the link between sense of belonging and work engagement. By highlighting age differences in the motivating potential of intergenerational contact, we advance research on intergroup contact, employee motivation, and workforce aging.

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Mishra, Abhishek, Anish Yousaf, and Insha Amin. "An attribute-based framework for students' motivation to join an HEI: a self-determination theory perspective." International Journal of Educational Management 35, no. 1 (October 6, 2020): 201–15. http://dx.doi.org/10.1108/ijem-06-2020-0281.

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PurposeThe current work explores the attributes that serve as motivation regulations for students' selection of a higher education institute (HEI).Design/methodology/approachWith a self-determination theory (SDT) perspective, the current study used a mixed-method approach to develop a scale to measure HEI attribute-based motivation regulations.FindingsA total of eight regulations were proposed: academic/extracurricular activities, infrastructure, faculty research expertise, teaching and learning quality, placement opportunities, marketing and promotion, education cost and social influence. The first four were autonomous motivations and the remaining were controlled motivations.Research limitations/implicationsThe study leverages the SDT motivation continuum into a structured HEI attribute-based student motivation framework.Practical implicationsThe study guides HEI managers with specific attributes to position the institute appropriately.Originality/valueThis is one of the few works in the higher education utilizing the complete SDT framework.

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Dwivedula, Ravikiran, Christophe Bredillet, and Ralf Müller. "Work Motivation in Temporary Organizations: Establishing Theoretical Corpus." Management and Organizational Studies 5, no. 3 (July 20, 2018): 29. http://dx.doi.org/10.5430/mos.v5n3p29.

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The purpose of this article is to organize this literature, which will facilitate a systematic investigation of work motivation in temporary organizations. First, we highlight the limitations of current theoretical lenses of work motivation specific to temporary organizations. Second, we synthesize three major theories- Event-Systems (E-S) theory, Socio-Technical Systems (STS) Perspective/Job Design, and Actor-Network Theory (ANT) to establish the theoretical corpus for our proposed model of work motivation. Our model conceptualizes project work characteristics as an ‘Event’ capable of producing an ‘event outcome’ which is work motivation. This is explained using E-S and STS/ Job Design theories. Propositions are introduced. The moderation effect is explained using ANT. Third, we present the academic contribution of our proposed model.

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Stokowski, Sarah, Bo Li, Benjamin D. Goss, Shelby Hutchens, and Megan Turk. "Work Motivation and Job Satisfaction of Sport Management Faculty Members." Sport Management Education Journal 12, no. 2 (October 1, 2018): 80–89. http://dx.doi.org/10.1123/smej.2017-0011.

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Informed by self-determination theory, this study builds on previous research to examine the work motivation and job satisfaction levels of sport management faculty members, as well as any relationship between their job satisfaction levels and work motivations. A total of 193 sport management faculty responded to a survey consisting of the Job Satisfaction Survey and the Motivation at Work Scale. Results revealed that regarding job satisfaction, faculty members were more satisfied with work itself, supervision, and coworkers and were less satisfied with pay, operating procedures, and reward. While participating sport management faculty had the highest mean in intrinsic motivation, job satisfaction also was significantly positively correlated with identified regulation. Male faculty showed significantly greater overall job satisfaction than female faculty, but gender did not affect work motivation factors. Finally, results revealed no significant differences among tenured, tenure-track, and non-tenure-track faculty in motivation levels, but after controlling for motivation, job satisfaction levels of non-tenure-track faculty were significantly less than those of tenured and tenure-track faculty. Results of this study can assist higher education administrators (i.e., department chairs, deans, provosts) to better understand that this population is highly intrinsically motivated and identifies deeply with their work. Administrators should work diligently to preserve autonomy, a factor that appears to lead to greater levels of motivation and job satisfaction.

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Nientied, Peter, and Merita Toska. "Motivation of Knowledge Workers – the Case of Albania." Organizacija 52, no. 1 (February 1, 2019): 33–44. http://dx.doi.org/10.2478/orga-2019-0004.

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Abstract Background and Purpose: Very little is known about motivation of knowledge workers in the Western Balkans. There is a widespread belief that money and career opportunities are the most critical motivational factors, but from a pre-study more intrinsic motivational factors also appeared to be important. To develop a better understanding of work motivation, a study was conducted among knowledge workers in Albania, with a special interest in the themes of extrinsic / extrinsic motivation and organizational commitment. Methodology: After a pre-study and a review of theory, two motivation theories (self-determination theory and organizational commitment) and corresponding instruments (Work Extrinsic and Intrinsic Motivation Scale, respectively Organizational Commitment Questionnaire) were selected. A survey based on purposive homogeneous sampling was applied, resulting in 252 valid questionnaires. The internal consistency of the survey data was tested and resulted in acceptable to good levels. Results: The findings show that, when knowledge workers are asked about their motivation, they give answers showing that intrinsic motivational factors are more important than extrinsic motivational factors. The study shows that affective commitment - the core factor of organizational commitment - of the respondents is quite high. Correlation analysis of the data shows that across age, gender and number of years of employment, knowledge workers report intrinsic and introjected motivation and affective organizational commitment. Respondents’ work positions – professional or leadership – also do not significantly correlate with motivation and organizational commitment. Conclusion: Given the results on motivational factors and organizational commitment, organizations need to pay attention to the relationship between enhanced motivation and enhanced productivity. Current transactional leadership styles do stimulate employees on the basis of their intrinsic motivation to enhance their productivity, and should be considered too.

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Forest, Virginie. "Performance-related pay and work motivation: theoretical and empirical perspectives for the French civil service." International Review of Administrative Sciences 74, no. 2 (June 2008): 325–39. http://dx.doi.org/10.1177/0020852308089907.

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At a time when the civil services of most OECD countries have embarked on a process of modernization of their practices, we are questioning the relevance of introducing performance-related pay systems, particularly in view of the, more often than not, negative effects on the work motivation of civil servants. The French civil service has recently decided to pay a part of its public officials on the basis of their performance, and we show how these individualized remuneration practices can, in the long term, undermine the public service motivations that drive some civil servants. Our reasoning is supported by the empirical results of studies conducted in the United States, in England and also in France, as well as on the developments of intrinsic motivation theories, combined with the developments of the public service motivation theory. Points for the practitioners Whereas the implementation of performance-related pay as an instrument of motivation has become widespread within the civil service, this article focuses on the difficulties inherent to these compensation practices. We underline in particular the negative effects of performance-related pay on the public service motivations of civil servants. As these specific motivations can be pushed aside, human resource management tools should be adopted that encourage the development of intrinsic motivation, such as task enlargement or enrichment or the implementation of participative management methods.

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Akkermans, Jos, Annet H. de Lange, Beatrice I. J. M. van der Heijden, Dorien T. A. M. Kooij, Paul G. W. Jansen, and Josje S. E. Dikkers. "What about time? Examining chronological and subjective age and their relation to work motivation." Career Development International 21, no. 4 (August 8, 2016): 419–39. http://dx.doi.org/10.1108/cdi-04-2016-0063.

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Purpose The aging workforce is becoming an increasingly important topic in today’s labor market. However, most scientific research and organizational policies focus on chronological age as the main determinant of successful aging. Based on life span developmental theories – primarily socioemotional selectivity theory and motivational theory of life span development – the purpose of this paper is to test the added value of using subjective age – in terms of remaining opportunities and remaining time – over and above chronological age in their associations with motivation at work and motivation to work. Design/methodology/approach Workers from five different divisions throughout the Netherlands (n=186) from a taxi company participated in the survey study. Findings The results from the regression analyses and structural equation modeling analyses support the hypotheses: when subjective age was included in the models, chronological age was virtually unrelated to workers’ intrinsic motivation, extrinsic motivation, and motivation to continue to work for one’s organization. Moreover, subjective age was strongly related to work motivation. Specifically, workers who perceived many remaining opportunities were more intrinsically and extrinsically motivated, and those who perceived a lot of remaining time were more motivated across the board. Originality/value The findings indicate that subjective age is an important concept to include in studies focussing on successful aging, thereby contributing to life span developmental theories. Further implications for research and practice are discussed.

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Navarro, José, and Carlos Arrieta. "Chaos in Human Behavior: The Case of Work Motivation." Spanish journal of psychology 13, no. 1 (May 2010): 244–56. http://dx.doi.org/10.1017/s1138741600003826.

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This study considers the complex dynamics of work motivation. Forty-eight employees completed a work-motivation diary several times per day over a period of four weeks. The obtained time series were analysed using different methodologies derived from chaos theory (i.e. recurrence plots, Lyapunov exponents, correlation dimension and surrogate data). Results showed chaotic dynamics in 75% of cases. The findings confirm the universality of chaotic behavior within human behavior, challenge some of the underlying assumptions on which work motivation theories are based, and suggest that chaos theory may offer useful and relevant information on how this process is managed within organizations.

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Klein, Jonathan I. "Feasibility Theory: A Resource-Munificence Model of Work Motivation and Behavior." Academy of Management Review 15, no. 4 (October 1990): 646–65. http://dx.doi.org/10.5465/amr.1990.4310871.

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Klein, Jonathan I. "Feasibility Theory: A Resource-Munificence Model of Work Motivation and Behavior." Academy of Management Review 15, no. 4 (October 1990): 646. http://dx.doi.org/10.2307/258686.

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Champoux, Joseph E. "A multivariate test of the job characteristics theory of work motivation." Journal of Organizational Behavior 12, no. 5 (September 1991): 431–46. http://dx.doi.org/10.1002/job.4030120507.

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Wood, Robert. "Work Motivation: Theory, Research and Practice Introduction to the Special Issue." Applied Psychology 49, no. 3 (July 2000): 317–18. http://dx.doi.org/10.1111/1464-0597.00017.

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Steers, Richard M., Richard T. Mowday, and Debra L. Shapiro. "Introduction to Special Topic Forum: The Future of Work Motivation Theory." Academy of Management Review 29, no. 3 (July 1, 2004): 379. http://dx.doi.org/10.2307/20159049.

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Tripathi, Nachiketa, and Vinit Ghosh. "Work Motivation: History, Theory, Research, and Practice by Gary P. Latham." Psychological Studies 62, no. 1 (February 11, 2017): 109–11. http://dx.doi.org/10.1007/s12646-017-0388-8.

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Lee, Jeong Won, and Youjeong Song. "Promoting employee job crafting at work: the roles of motivation and team context." Personnel Review 49, no. 3 (November 20, 2019): 689–708. http://dx.doi.org/10.1108/pr-07-2018-0261.

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Purpose Despite receiving much attention in recent job design literature, job crafting research has neglected motivational and multilevel perspectives, limiting the understanding of how to foster employee job crafting. Drawing on job crafting and self-determination theory, the purpose of this paper is to explore individual- and team-level predictors and the mechanisms involved in employees’ job change behaviors. The authors propose that employees’ intrinsic motivation and two team-level properties – team knowledge sharing and trust – have important roles to play. Design/methodology/approach The multilevel data were collected from 311 employees from 62 work teams in Korean companies. Hierarchical linear modeling analysis was used. A supplementary data collected from 162 individuals working in the USA were used for analysis. Findings The results showed that intrinsic motivation and team knowledge sharing are positively related to job crafting. In addition, intrinsic motivation mediated the relationship between team knowledge and individual job crafting. Finally, team trust was shown to play a cross-level moderating role, strengthening the positive relationship between employees’ intrinsic motivation and job crafting. Originality/value Applying motivational and multilevel perspectives, this paper uncovers the roles of individual motivation and team context in fostering employee job crafting. This study helps to extend the theoretical domains of job crafting and provides practical insights into how to promote employees’ job crafting.

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Bexheti, Luljeta, and Agron Bexheti. "The Impact of Herzberg's Two Factor Theory and Efficiency at Work." European Journal of Multidisciplinary Studies 1, no. 2 (April 30, 2016): 378. http://dx.doi.org/10.26417/ejms.v1i2.p378-385.

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This study aims to find out whether there is connectivity relation between motivation and productivity at work in the retail industry. The basic theory of this research is the Herzberg’s two factor theory, concretely motivational and hygienic factors. Another goal is to see which of the two factors of Herzberg theory have more impact in raising the productivity of the employees in the retail industry. The study sample included employees at the company JYSK, Skopje City Mall in Macedonia. The main techniques used for collecting the data for the study is the primarily designed questionnaire used to measure these indicators. Regarding the first objective of the study, the results show a high correlation between motivational-hygiene factors and increasing productivity. The results of the second goal of this study show that hygienic factors dominate more on raising of the productivity than motivational factors, which means that for employees the most important is the monthly salary, relationships with others, being secured etc. One of the key recommendations is that the executive management of the organization to maintain the right attitude in relation to hygiene factors, because for the employees at any organization it is very important the management also to approve and implement other methods for promoting motivational factors.

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Colares, Ana Carolina Vasconcelos, Mariana Camilla Coelho Silva Castro, João Estevão Barbosa Neto, and Jacqueline Veneroso Alves da Cunha. "Teacher motivation in stricto sensu postgraduation: an analysis based on self-determination theory,." Revista Contabilidade & Finanças 30, no. 81 (December 2019): 381–95. http://dx.doi.org/10.1590/1808-057x201909090.

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ABSTRACT The objective of this research was to analyze the motivational factors that lead accounting sciences professors to teach on stricto sensu postgraduate courses, based on self-determination theory. Research on motivation in education in the area of accounting sciences mostly concerns student motivation. Thus, there are few studies related to teacher motivation, especially in the area of accounting sciences and in stricto sensu postgraduate programs. Teacher motivation is directly linked to the teaching-learning process and student motivation, so it is important to identify what motivates these teachers and, given this, to act in a way that the motivation, or lack of it, will not interfere with the quality of teaching. The importance of teachers in the quality of education is indisputable and inevitably relates to the motivation to remain in the teaching career, taking both personal and professional aspects into account. The Work Tasks Motivation Scale for Teachers was applied and answered by 108 professors from the 33 stricto sensu postgraduate programs in the area of accounting sciences. The data were analyzed in an aggregated way, using descriptive statistics and Wilcoxon-Mann-Whitney and chi-squared tests, with the purpose of assessing the relationship between levels of motivation and age group, time teaching, and time teaching in the stricto sensu postgraduate course. Most of the professors analyzed are extrinsically motivated via identified regulation; however this is less related to access to financial resources and more linked to the prestige that teaching on the stricto sensu postgraduate course brings. Also, the overall mean of the dimensions of intrinsic and extrinsic motivation was shown to be higher for teachers of the female gender and who work in private institutions.

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Roche, Maree, and Jarrod Haar. "Motivations, work–family enrichment and job satisfaction: an indirect effects model." Personnel Review 49, no. 3 (November 21, 2019): 903–20. http://dx.doi.org/10.1108/pr-06-2019-0289.

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Purpose Increasingly, leaders are faced with complex, difficult and demanding situations that challenge their very sense of self, including their workplace wellbeing. It has been suggested that this challenge can be mitigated for leaders by pursuing goals and activities that reflect their beliefs, interests and values. As such, leaders whose motivations reflect intrinsic and self-congruent beliefs and values are likely to experience beneficial wellbeing, yet, reviewing this from a self-determination theory (SDT) lens, the authors find this assertion remains to be fully tested. Concurrently, the work–family enrichment (WFE) literature highlights that potential positive synergies exist between work and home. The authors further argue that this synergy may also provide greater insight and understanding into the quality of leaders’ motivation and wellbeing, and as such also requires attention. As such, the purpose of this paper is to examine the path to wellbeing for leaders and includes leaders’ “whole lives” (including enrichment) and not just their work lives (motivations). Design/methodology/approach Quantitative research including two studies of 386 junior/senior leaders and 205 CEOs, investigated the role of motivation as defined by SDT and WFE towards leaders’ job satisfaction. Hypotheses were tested using SEM in AMOS to assess the direct and meditational effects of the study variables. Findings A partial mediation model was found to best fit the data for both studies. In study 1, the effects of self-determined motivation dimensions on job satisfaction were fully mediated by WFE and family–work enrichment (FWE). However, the non-self-determined dimensions of SDT motivations were directly and negatively related to job satisfaction and enrichment. In study 2, self-determined forms of motivation were positively related to WFE and FWE and job satisfaction, while only WFE was positively related to job satisfaction. The non-self-determined dimensions of SDT motivations were directly and negatively related to WFE and job satisfaction. Research limitations/implications Overall, both studies show that the influence of motivations on job satisfaction of leaders is better understood through enrichment. As such organisations are encouraged to enhance both leader’s motivations, and enrichment, in order to facilitate a path to job satisfaction. Originality/value This paper is the first to test over two studies and levels of leadership, motivation and enrichment for leaders. As such this paper provides a novel “path” to wellbeing that includes aspects of the leaders’ motivation, as well as the importance of leaders’ enrichment and home domain. Overall the authors suggest that leaders’ “whole” lives play a role in their job satisfaction, and this is important to understand as the authors try to resource leaders, who work in an increasingly demanding workplace environment.

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Journal articles on the topic 'Theory of work motivation'

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