scholarly journals Motivation in the Perspective of Self Determination Theory (SDT) between Work Environment and Job Satisfaction in Banking Sector

2015 ◽  
Vol 8 (11) ◽  
pp. 39
Author(s):  
Syed Talib Hussain ◽  
Shen Lei ◽  
Zainul Abideen ◽  
Syed Hadi Hussain
Keyword(s):  
Job Satisfaction ◽  
Work Stress ◽  
Banking Sector ◽  
Negative Impact ◽  
Self Determination Theory ◽  
Self Determination ◽  
Satisfaction Level ◽  
Intrinsic Factors ◽  
Performance Pressure ◽  
And Performance

<p>The expansion of business, fulfillments of demands and profits maximization have created stress and less motivation for job satisfaction. To fulfill the demand of organizations and maximize the satisfaction level of employees; the extrinsic and intrinsic motivation beyond psychological motivation has been used in this study to minimize stress level and maximize the satisfaction level among employees. This study explains work stress, job overload; performance pressure and job satisfaction while in motivation; the extrinsic/intrinsic factors of Self Determination Theory (SDT) have been used. Structured questionnaires were used to collect the data. The total distribution was 120 and response rate was 75 percent. The results found that work stress, job overload and performance pressure has negative impact on job satisfaction and employees do not like stress caused by work overload or job overload, while motivation factor has played an important psychological role in the study.</p>

Self-determination theory and motivation for music

2017 ◽  
Vol 46 (5) ◽  
pp. 699-715 ◽  
Author(s):  
Peter D. MacIntyre ◽  
Ben Schnare ◽  
Jessica Ross
Keyword(s):  
Online Survey ◽  
Self Determination Theory ◽  
Perceived Competence ◽  
Self Determination ◽  
Music Learning ◽  
Motivational Constructs ◽  
Motivational Intensity ◽  
Proposed Model ◽  
And Performance ◽  
Virtuous Cycle

Learning the skills to be a musician requires an enormous amount of effort and dedication, a long-term process that requires sustained motivation. Motivation for music is complex, blending relatively intrinsic and extrinsic motives. The purpose of this study is to investigate the motivation of musicians by considering how different aspects of motivational features interact. An international sample of 188 musicians was obtained through the use of an online survey. Four scales drawn from Self-Determination Theory (intrinsic, identified, introjected, and extrinsic regulation) were utilized along with other motivational constructs, including motivational intensity, desire to learn, willingness to play, perceived competence, and musical self-esteem. To integrate the variables into a proposed model, a path analysis was conducted among the motivation variables. Results showed that the intrinsic motives are playing the major role in the maintenance of the motivational system, while extrinsic motives are less influential. Support was found for a feedback loop, whereby desire to learn feeds into increased effort at learning (i.e., motivational intensity), leading to the development of perceived competence, which is then reflected back into increasing desire to learn. Increases in these variables help to create a virtuous cycle of motivation for music learning and performance.

scholarly journals Toward a dynamic model of Gelotophobia: Social support, workplace bullying and stress are connected with diverging trajectories of life and job satisfaction among Gelotophobes

2020 ◽  
Author(s):  
Willibald Ruch ◽  
Alexander G. Stahlmann
Keyword(s):  
Social Support ◽  
Job Satisfaction ◽  
Panel Data ◽  
Work Stress ◽  
Perceived Stress ◽  
Workplace Bullying ◽  
Well Being ◽  
Negative Consequences ◽  
Dynamic Framework ◽  
And Performance

Abstract Recent theoretical advances have grounded gelotophobia (Greek: gelos = laughter, phobos = fear) in a dynamic framework of causes, moderating factors, and consequences of the fear of being laughed at. This understanding corresponds to that of vulnerability and translates gelotophobia into a distinguishable pattern of lacking resources (i.e., misinterpretation of joy and laughter) that can result in negative consequences (e.g., reduced well-being and performance) if individuals have no access to further resources (e.g., social support) or are exposed to severe stressors (e.g., workplace bullying). Based on the panel data provided by the Swiss National Centre of Competence in Research LIVES (N = 2469 across six measurement intervals), this study takes the first step toward empirically testing this model’s assumptions: First, we computed exemplary zero-order correlations and showed that gelotophobia was negatively connected with social support (resource) and life and job satisfaction (consequences) and positively connected with perceived stress, work stress, and workplace bullying (stressors). Second, we used longitudinal cluster analyses (KmL; k-means-longitudinal) and showed that the panel data can be clustered into three stable patterns of life and job satisfaction and that gelotophobia is primarily related to the two clusters marked by lower levels of satisfaction. Third, we computed partial correlations and showed that social support, perceived stress, and work stress (but not workplace bullying) can weaken or completely resolve gelotophobia’s relationships with such diverging trajectories of life and job satisfaction. We concluded that seeing gelotophobia through the lens of vulnerability is useful and that such research warrants further attention using more dedicated, theoretically grounded projects.

scholarly journals Impact of Electronic Monitoring on Employees: A Meta-Analysis

2021 ◽  
Author(s):  
Rudolf Siegel ◽  
Cornelius J. König ◽  
Veronika Lazar
Keyword(s):  
Job Satisfaction ◽  
Electronic Monitoring ◽  
Negative Impact ◽  
Meta Analysis ◽  
Well Being ◽  
Negative Effect ◽  
And Performance ◽  
Relationship Of ◽  
Positive Effect ◽  
Small Positive Effect

Electronic monitoring is more and more widespread and affects many employees around the globe. The current meta analysis collected data of 59 independent samples (with 223 effect sizes) to estimate the effect of electronic monitoring on job satisfaction, stress, and performance. A random-effects model indicated a small negative effect of monitoring on job satisfaction, r=-.09, and a small positive effect on stress, r=.12. There was no relationship with performance, r=-.01. Even if the effects of monitoring on job satisfaction and stress are small, taking the large number of employees who are monitored for several hours a day into account, these effects may have a severe and negative impact on employees’ well-being. Performance maintenance is the main justification for the use of electronic monitoring, but the non-existing relationship of monitoring with performance questions the validity of this justification.

Differential Effects of Work and Family Support on the Relationship Between Surface Acting and Wellbeing: A Self-Determination Theory Approach

2021 ◽  
pp. 003329412110484
Author(s):  
Chang C Xiang ◽  
Xu Wang ◽  
Ting T Xie ◽  
Cheng L Fu
Keyword(s):  
Job Satisfaction ◽  
Family Support ◽  
Work Motivation ◽  
Well Being ◽  
Self Determination Theory ◽  
Work And Family ◽  
Self Determination ◽  
Surface Acting ◽  
Psychological Well Being ◽  
The Relationship

Surface acting—the management of emotional displays as part of a nurse’s work role—is increasingly getting scholars’ attention in organizational behavior. Previous research focused on the relationship between surface acting and outcomes (such as psychological well-being) on the basis of resource-centric theories, ignoring the subjective stance of surface acting provider. According to self-determination theory, surface acting affects an individual’s well-being through stimulating autonomous or controlled work motivation. Taking nurses as the subjects, the current study proposed that surface acting would affect job satisfaction and further psychological well-being through nurses’ controlled work motivation, and work and family support would moderate the above relationships in diverse directions. An online survey of n = 342 nurses working at a hospital in central China was conducted, evaluating surface acting, job satisfaction, psychological well-being, workplace support, and family support. Results indicated that surface acting negatively influenced nurses’ psychological well-being through job satisfaction. In addition, the results highlighted the two-faced aspect of social support, in which work support positively moderated the relationships between surface acting, job satisfaction, and psychological well-being, while family support intensified the abovementioned relationships negatively. These findings have important implications for surface acting, social support research, and managerial practices.

Can Different Types of Non-Territorial Working Satisfy Employees’ Needs for Autonomy and Belongingness? Insights From Self-Determination Theory

2020 ◽  
pp. 001391652094260
Author(s):  
Gabrielle Gatt ◽  
Lixin Jiang
Keyword(s):  
Job Satisfaction ◽  
Emotional Exhaustion ◽  
Work Engagement ◽  
Affective Commitment ◽  
Self Determination Theory ◽  
Psychological Needs ◽  
Self Determination ◽  
Relationship Of ◽  
The Relationship ◽  
Work Arrangement

Organizations are increasingly adopting non-territorial organizational models with unassigned desks. However, previous research has: (1) shown mixed results regarding the impact of non-territorial working on employees, (2) largely examined non-territorial working in its purest sense without considering the nuanced differences in non-territorial working, and (3) not understood the mechanisms underlying the relation between non-territorial working and employee outcomes. To address these research gaps, we apply self-determination theory, which argues that meeting basic psychological needs of autonomy and belonging allows optimal human development, to the physical environment of office spaces. Specifically, we investigated whether the relationship of two types of non-territorial working with employee work engagement, emotional exhaustion, job satisfaction, and affective commitment is mediated via autonomy over office spaces and belongingness. Data were collected from 127 working New Zealanders who have adopted two types of non-territorial working (i.e., work arrangement 1 and work arrangement 2) in an organization. We found that although workers with work arrangement 2 did not report higher belongingness than those with work arrangement 1, workers with work arrangement 1 reported higher autonomy over office spaces than those with work arrangement 2. Moreover, belongingness was related to higher work engagement, job satisfaction, and affective commitment but lower emotional exhaustion, while autonomy over office spaces was related to increased job satisfaction and affective commitment but decreased emotional exhaustion. We also found that autonomy over office spaces, but not belongingness, mediated the relationship of non-territorial working with emotional exhaustion and job satisfaction.

Linking authoritarian leadership to employee organizational embeddedness, LMX and performance in a high-power distance culture: a mediation-moderated analysis

2020 ◽  
Vol 13 (3) ◽  
pp. 393-411 ◽  
Author(s):  
C. Muhammad Siddique ◽  
Hinna Fatima Siddique ◽  
Shama Urooj Siddique
Keyword(s):  
Job Satisfaction ◽  
High Power ◽  
Negative Impact ◽  
Power Distance ◽  
Work Outcomes ◽  
Content Type ◽  
Authoritarian Leadership ◽  
High Power Distance ◽  
Organizational Embeddedness ◽  
And Performance

PurposeThis study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.Design/methodology/approachData were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.FindingsAs predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.Research limitations/implicationsThe study shares limitations of most studies cast in the survey research design.Practical implicationsThe findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.Originality/valueThe study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

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