scholarly journals Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation

2021 ◽  
pp. 204138662110061
Author(s):  
Anja Van den Broeck ◽  
Joshua L. Howard ◽  
Yves Van Vaerenbergh ◽  
Hannes Leroy ◽  
Marylène Gagné
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship Behavior ◽  
Extrinsic Motivation ◽  
Work Motivation ◽  
Meta Analysis ◽  
Well Being ◽  
Self Determination ◽  
Added Value ◽  
Citizenship Behavior ◽  
Negative Consequences

This meta-analysis aims to shed light on the added value of the complex multidimensional view on motivation of Self-determination theory (SDT). We assess the unique and incremental validity of each of SDT’s types of motivation in predicting organizational behavior, and examine SDT’s core proposition that increasing self-determined types of motivation should have increasingly positive outcomes. Meta-analytic findings (124 samples) support SDT, but also adds precision to its predictions: Intrinsic motivation is the most important type of motivation for employee well-being, attitudes and behavior, yet identified regulation is more powerful in predicting performance and organizational citizenship behavior. Furthermore, introjection has both positive and negative consequences, while external regulation has limited associations with employee behavior and has well-being costs. Amotivation only has negative consequences. We address conceptual and methodological implications arising from this research and exemplify how these results may inform and clarify lingering issues in the literature on employee motivation.

Does motivation play moderating role on organizational citizenship behavior? Evidence from Indonesian telecommunication firms

2021 ◽  
pp. 1667-1676
Author(s):  
Maria Grace Herlina ◽  
Nopriadi Saputra
Keyword(s):  
Transformational Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
High Speed ◽  
Extrinsic Motivation ◽  
Work Motivation ◽  
Positive Impact ◽  
Citizenship Behavior ◽  
The Impact

Highly competitive and continuous business changes in telecommunication industry make organizational citizenship behavior (OCB) strategically important. This research aims to test the impact of transformational leadership of the direct supervisor on working motivation of the employees. Does supervisor's leadership capability impact on employees' work motivation more intrinsically or extrinsically? The study was conducted in an Indonesian telecommunication company which provides television cable and high-speed internet services for the high-rise building in Java and Sumatra. It involved 199 employees as the respondents. The collected data was analyzed with structural equation modelling approach. The statistical test has proved that transformational leadership has a positive impact on work motivation and organizational citizenship behavior. The motivation – both extrinsic motivation and intrinsic motivation, impacts on organizational citizenship behavior significantly. Although transformational does impact on organizational citizenship behavior both directly and indirectly, but the working motivation does not play a mediating role in the relationship between transformation leadership and organizational citizenship behavior.

scholarly journals Is anyone else feeling completely unessential? Meaningful work, identification, job insecurity, and online organizational behavior during a lockdown in the Netherlands

2020 ◽  
Author(s):  
Jaap Ouwerkerk ◽  
Jos Bartels
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship Behavior ◽  
Organizational Identification ◽  
Job Insecurity ◽  
Meaningful Work ◽  
Citizenship Behavior ◽  
Negative Consequences ◽  
Positive Meaning ◽  
Greater Good ◽  
Work Perceptions

A survey among Dutch employees (N = 408) investigated how a lockdown in response to the COVID-19 pandemic affected work perceptions. Results demonstrate that employees who are not working during lockdown, or have strongly reduced work hours, perceive their job as contributing less to the greater good, identify less with their organization, and experience more job insecurity, compared to those who are still performing a high percentage of their work activities. Moreover, the longer employees were in lockdown, the weaker their greater good motivations and the more job insecurity they experienced. Additionally, we investigated the relations of work perceptions with prosocial and deviant online organizational behaviors of employees who were still working. Identification with colleagues and perceiving positive meaning in one’s job emerged as significant predictors of online organizational citizenship behavior directed at other individuals (OCB-I), whereas organizational identification predicted such behavior directed at the organization (OCB-O). Moreover, indicative of a job preservation motive, increased job insecurity was related to more online OCB-O, as well as more deviant online behaviors directed at others in the form of cyberostracism and cyberincivility. Based on these findings, we discuss practical lessons for future lockdowns to minimize negative consequences for organizations and employees.

scholarly journals Citizenship organizational behavior ability to increase the effect of organizational climate, work motivation, and organizational justice on employee performance

2019 ◽  
Vol 3 (2) ◽  
pp. 195
Author(s):  
Handik Purwantoro ◽  
Yupono Bagyo
Keyword(s):  
Organizational Behavior ◽  
Path Analysis ◽  
Organizational Climate ◽  
Organizational Justice ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Motivation ◽  
Employee Performance ◽  
Citizenship Behavior ◽  
Test Results

<p>This research aim is to examine the effect of Organization Climate, Work Motivation and Organizational Justice on Employee Performance mediated by Organizational Citizenship Behavior (OCB). The population are 50 Ursa Mayora Consultants. The data is collected by questionnaires and analyzed by path analysis. The test results prove that Organizational Climate, Work Motivation and Organizational Justice significantly affect on Employee Performance with OCB as mediation variable at CV. Ursa Mayora Consultant.</p>

scholarly journals Psychological Capital Research: A Meta-Analysis and Implications for Management Sustainability

2018 ◽  
Vol 10 (10) ◽  
pp. 3457 ◽  
Author(s):  
Fanzhu Kong ◽  
Cheng-Hung Tsai ◽  
Fu-Sheng Tsai ◽  
Wenyi Huang ◽  
Shareena de la Cruz
Keyword(s):  
Organizational Behavior ◽  
Organizational Climate ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Meta Analysis ◽  
Journal Citation Report ◽  
Citizenship Behavior ◽  
Extensive Literature ◽  
Analytic Review ◽  
Member Exchange

The purpose of this study is to conduct a wide-ranging meta-analytic review of empirical psychological capital studies in the management field. We conducted a meta-analysis on papers collected from the EBSCOhost and ProQuest databases. For comprehensive and extensive literature coverage, we also searched and compared the Journal Citation Report for the journals that referenced the most-cited articles (e.g., Journal of Organizational Behavior, Academy of Management Journal, etc.). A total of 81 published types of research were thoroughly selected and analyzed. The results revealed that, with different weighting, the following influencing factors have significant associations with psychological capital: organizational climate, organizational justice, authentic leadership, leader–member exchange, and occupational stress. Also, with different influencing weighting, psychological capital is confirmed to have impacts on job satisfaction, attitude, performance, organizational citizenship behavior, and undesirable behaviors. Implications for managerial sustainability are discussed.

scholarly journals Self-Determination Theory for Work Motivation

Management ◽  
2019 ◽  
Author(s):  
Jane X.Y. Chong ◽  
Marylène Gagné
Keyword(s):  
Organizational Behavior ◽  
Organizational Performance ◽  
Work Motivation ◽  
Contextual Factors ◽  
Autonomous Motivation ◽  
Well Being ◽  
Self Determination Theory ◽  
Psychological Needs ◽  
Self Determination ◽  
Controlled Motivation

Motivation is defined by Craig Pinder, in Work Motivation in Organizational Behavior (1998), as “a set of energetic forces that originates both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration.” It is at the heart of management and organizational behavior, as it plays an important role in both organizational and employee outcomes, such as organizational performance and personal well-being. Initially developed by psychologists Edward L. Deci and Richard M. Ryan, self-determination theory (SDT) has evolved gradually over the last few decades to become a leading theory of human motivation. Applied SDT research has flourished in many areas of psychology, such as education, sports, exercise and health, and, more recently, organizational psychology and management. At its core, SDT uses the classic concepts of intrinsic and extrinsic motivation. However, through rigorous research into people’s reasons for engaging in different activities, SDT has evolved these concepts to propose a more meaningful multidimensional conceptualization of motivation that distinguishes between autonomous motivation and controlled motivation. Autonomous motivation is characterized by a sense of choice and volition, whereas controlled motivation is grounded in a sense of pressure and having to engage in a certain behavior. Importantly, a key proposition of SDT is that individuals have deeply evolved psychological needs for competence, autonomy, and relatedness. When these needs are satisfied at work, either through the job itself, work climate, or interactions with colleagues and managers, employees tend to have more autonomous, high-quality motivation and greater well-being. In contrast, when these psychological needs are frustrated or thwarted, employees are prompted toward more controlled forms of motivation and, subsequently, more symptoms of ill-being and diminished performance at work. Grounded in this theoretical framework, researchers have been able to examine social-contextual factors that contribute to or jeopardize employees’ quality of motivation and related outcomes. Autonomy support, leadership, work design, and compensation systems are examples of such contextual factors that have generated considerable attention in this field and are further elaborated in this article.

Leading Machiavellians on the road to better organizational behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Syed Imad Shah ◽  
Asad Shahjehan ◽  
Bilal Afsar
Keyword(s):  
Organizational Behavior ◽  
Organizational Citizenship Behavior ◽  
Cross Sectional Study ◽  
Work Behavior ◽  
Citizenship Behavior ◽  
Negative Consequences ◽  
Cross Sectional ◽  
Content Type ◽  
The Road ◽  
On The Road

PurposeStudies highlighting negative behavioral influences of Machiavellians are plentiful; however, those prescribing their management are scarce. Machiavellians are intelligent, adaptable and resourceful people with negative, self-serving and unethical persona traits. Their abundance in organizations poses a challenge for managers in minimizing negative consequences of Machiavellian's manipulative behaviors and tap into their true potential. Leadership can play a crucial role in this regard. This purpose of this paper is to investigate the moderating effects of transformational leadership (TFL) versus transactional leadership (TSL) styles on the relationship between subordinates' Machiavellianism and their organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). The aim was to highlight the style that better adept in managing high-Mach subordinates.Design/methodology/approachThis cross-sectional study used multiple surveys administered to 90 managers and their 269 subordinates from 56 organizations. Multiple regression was used for testing and hypothesize linear and supplementary nonlinear relationships between the study variables.FindingsAfter a detailed data analysis, authors posit that, as compared to TFL, the TSL style is better suited for managing Machiavellian subordinates.Practical implicationsBy employing transactional tactics, leaders can reign in the divergent behavior of Machiavellians, thus, transforming them into useful organizational assets.Originality/valueThis study expands on limited body of knowledge on managing Machiavellians. It advocates using TSL for improving the OCB of Machiavellians while countering their CWBs. Furthermore, this study contributes to transactional/transformational theories as it lends credence to the situational theory of leadership.

Working Extra Hours in the Australian Public Service: Organizational Drivers and Consequences

2016 ◽  
Vol 38 (2) ◽  
pp. 193-217 ◽  
Author(s):  
Jeannette Taylor
Keyword(s):  
Job Performance ◽  
Organizational Citizenship ◽  
Public Service ◽  
Organizational Citizenship Behavior ◽  
Significant Proportion ◽  
Working Hours ◽  
Organizational Factors ◽  
Intention To Leave ◽  
Well Being ◽  
Citizenship Behavior

Why do government employees work long hours, and what are the consequences? Although there is generally little scope for extra pay in return for extra hours in the Australian Public Service (APS), a significant proportion of its employees work long hours. This study draws from the organizational citizenship behavior literature in an attempt to understand why APS employees work extra hours. It uses the 2015 APS Employee Census to examine the APS employees’ patterns of working hours and the links between working extra hours and three outcomes: job performance, personal well-being, and intention to leave one’s agency. Several organizational factors are found to be positively associated with working extra hours. Many who work extra hours also believe that their job performance is high, but they report poor well-being and are thinking of leaving their agency.

scholarly journals The Effect of Self-concept and Organizational Identity on Organizational Citizenship Behavior ( A Case Study in Social Security Organization of Isfahan city)

2012 ◽  
Vol 2 (1) ◽  
pp. 175
Author(s):  
Sayyed Mohsen Allameh ◽  
Saeed Alinajimi ◽  
Ali Kazemi
Keyword(s):  
Social Security ◽  
Organizational Behavior ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Identity ◽  
Self Concept ◽  
Citizenship Behavior ◽  
Isfahan Province ◽  
The Relationship

During the two recent decades, researchers of organizational behavior have paid special attention to extra-social behavior in organizations, and there has been specific focus on employees' affairs which are developed beyond formal job demands. Globalization era has created increased inter-individual mutual dependencies among organizations and groups. Thus, it has made more need for extra-social cooperation and interaction inside and outside the organizations. Therefore, organizational citizenship behavior plays a role in increasing the effectiveness and durability of the organization. The main purpose of this survey is to study the manner of impact of self-concept, and organizational identity on organizational citizenship behavior of employees of Social Security Corporation in Isfahan province and also to examine the existence of the balancing role of self-concept variable in the relationship between organizational identity and organizational citizenship behavior. This survey was conducted using descriptive-metrical method. Obtained results of this survey reveal that organizational citizenship behavior is affected by organizational identity, and self-concept; and each variable of organizational identity has positive correlation with organizational citizenship behavior. It means that by strengthening and improving the above variables it is possible to enhance organizational citizenship behavior. Also, results demonstrate that self-concept balances the relationship between organizational identity and organizational citizenship behavior.

Effect of Chief Executive Officer’s Sustainable Leadership Styles on Organization Members’ Psychological Well-Being and Organizational Citizenship Behavior

2021 ◽  
Vol 13 (24) ◽  
pp. 13676
Author(s):  
Hyun-ju Choi
Keyword(s):  
Leadership Styles ◽  
Organizational Citizenship ◽  
Ethical Leadership ◽  
Organizational Citizenship Behavior ◽  
Authentic Leadership ◽  
Chief Executive ◽  
Well Being ◽  
Citizenship Behavior ◽  
Sustainable Leadership ◽  
Psychological Well Being

Situational leadership theory and the contingency approach of leadership were utilized and applied based on situational theory. Based on a total of four foundational theories, that is, bottom-up spillover theory, theories of prosocial behavior, and so on, this study empirically analyzed what influence a chief executive officer’s (CEO’s) sustainable leadership styles (servant, ethical, and authentic leadership) have on the psychological well-being and organizational citizenship behaviors of organization members. The study was conducted on adult employees of midsized or larger companies (including subsidiaries) across four countries: South Korea, the United Kingdom, the United States, and South Africa. Data were obtained from 649 adult employees. SmartPLS was used to conduct structural equation modeling analysis of the data. The results were as follows: (1) CEOs’ servant and authentic leadership styles had statistically significant positive (+) effects on employees’ psychological well-being; however, ethical leadership did not. (2) CEOs’ ethical leadership had a statistically significant (+) effect on employees’ organizational citizenship behavior; however, servant and authentic leadership did not. (3) Employees’ psychological well-being had a statistically significant (+) effect on organizational citizenship behavior. CEOs are attracting more attention than ever, leading companies in today’s rapidly changing times. This suggests that it is necessary to comprehend principles that show when, where, and how important leaders are and sustainable leadership styles that can increase their chances of success. Moreover, this study derived constructive implications that a leader can overcome today’s challenges through sustainable leadership styles.

Introducing a Model of Relationship Between Knowledge Sharing Behavior and Organizational Citizenship Behavior and Positively Orientated Organizational Behavior

2018 ◽  
Vol 14 (3) ◽  
pp. 21-36 ◽  
Author(s):  
Tayebeh Sadegh ◽  
Reyhaneh Mohammad Khani ◽  
Fatemeh Modaresi
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This study investigates the effects of employees' positively oriented organizational behavior and organizational citizenship behavior (OCB) use on knowledge sharing behavior after a two-month period. Based on previous research, it was expected that: (1) organizational citizenship behavior would be positively related to knowledge sharing behavior; (2) psychological capital would be positively related to knowledge sharing behavior; (3) OCB would mediate the relationship between psychological capital and knowledge sharing behavior; (4) psychological empowerment would be positively related to knowledge sharing behavior; and (5) OCB would mediate the relationship between psychological empowerment and knowledge sharing behavior. Results provided support for the direct effects of OCB, psychological capital and psychological empowerment on knowledge sharing behavior. Psychological capital and psychological empowerment were each indirectly related to knowledge sharing behavior, mediate by OCB. To be more precise, individuals with higher level of psychological capital and psychological empowerment were not only more likely to participate in organizational citizenship behavior but having a higher level of positively orientated organizational behavior made them to engage more in knowledge sharing behavior two months later.

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