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Despite decades of research on teams, there are still gaps in our understanding of motivational dynamics within teams and the emergence of team‐level motivation. We advance a new team motivation model that invokes self‐determination theory (SDT), multilevel theory, emergence processes, and identity construction. Using the conceptualization of motivation offered by SDT, we define team motivation as a collective source of energy driving the direction, intensity, and persistence of team activities. By using SDT to develop the process‐based team motivation emergence model, we describe the role of human psychological needs that are involved in the emergence of this collective construct. An interpersonal feedback loop intertwined with a team process feedback loop predict how team members' individual motivations converge and then transform into team‐level motivation through a process of identity construction. Propositions for testing the model are advanced, as well as suggestions for methodological and analytical considerations. [ABSTRACT FROM AUTHOR]

Global demand for energy, environmental concerns over power generation emissions, and rising household energy costs have heightened interest in exploring ways to reduce energy consumption. Numerous approaches have been adopted, including those that build on the important recognition of consumer intentions as a predictor of behavior. However, the literature suggests intentions only moderately explain behavior. Thus, there is a case for further research to explore how the intention to behavior relationship can be strengthened. In response, this study contributes to a better understanding of how to reduce household energy consumption, by investigating the direct, and moderating effects integrated regulation and external regulation, as well as habit, have on the relationship between intention and behavior. The study draws on a large sample of household energy consumers who completed online surveys two months apart. The findings reveal a strong indirect relationship between integrated regulation and behavior through intention, and a significant, direct, and negative relationship between external regulation and behavior. While external regulation moderated the positive relationship between intentions and behavior, the moderating effects of integrated regulation and habit were not significant. Further, a direct effect for habit on behavior was found. These findings suggest regulation types play different roles in affecting consumer intentions and behavior, and support the importance of habit as a predictor of energy consumption. [ABSTRACT FROM AUTHOR]

In this article, I present a model of knowledge-sharing motivation based on a combination of the theory of planned behavior (TPB) and self-determination theory (SDT), along with a review of research supporting the model and suggestions for future research and methodologies to study knowledgesharing behavior. I also give suggestions for designing five important human resource management (HRM) practices, including staffing, job design, performance and compensation systems, managerial styles, and training. © 2009 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The purpose of this paper is to develop a conceptual model to explain and predict how organizational goals are transformed into organizational behavior. Using the theory of action phases as the overarching framework to explain how organizations and employees commit to goals and successfully pursue them, in conjunction with self-determination theory to explain the development of goal commitment at the individual level, a motivational model of organizational goal pursuit is proposed. This model takes into consideration mission and strategic goal development, organizational-level implementation intentions in the form of strategic plans and dynamic capabilities, individual goal internalization, and implementation plans at the individual level. These goal phases are proposed to be affected by the attraction, selection, socialization and management of organizational members. The model can serve to develop knowledge in the area of behavioral strategy by integrating motivational considerations into strategic management models. [ABSTRACT FROM AUTHOR]

The present series of studies examines how the two dimensions of workaholism (working excessively and compulsively) combine within different profiles of workers. This research also documents the relations between these workaholism profiles and a series of correlates (psychological need thwarting) and adaptive and maladaptive work outcomes. In addition, this research investigates the role of emotional dissonance and employees' perceptions of their workplaces' psychosocial safety climate (Study 1, n = 465), as well as job demands, resources, and perfectionism (Study 2, n = 780) in the prediction of profile membership. Latent profile analysis revealed four identical workaholism profiles in both studies. In Study 1, emotional dissonance predicted a higher likelihood of membership in the Very High, Moderately High, and Moderately Low profiles relative to the Very Low profile. In contrast, Study 2 revealed a more diversified pattern of predictions. In both studies, levels of need thwarting were the highest in the Very High and Moderately High profiles, followed by the Moderately Low profile, and finally by the Very Low profile. Finally, in both studies, the most desirable outcomes levels (e.g., lower levels of work-family conflict and emotional exhaustion, and higher levels of perceived health) were associated with the Very Low profile, followed by the Moderately Low profile, then by the Moderately High profile, and finally by the Very High profile. Practitioner points The most desirable outcomes are associated with the profile characterized by the lowest levels of workaholism., Emotional dissonance predicts a lower likelihood of membership in the profile characterized by the lowest levels of workaholism., Levels of need thwarting are the lowest in the Very Low workaholism profile., High levels of socially prescribed perfectionism are associated with an increased likelihood of membership into the Very High workaholism profile., Reducing emotional dissonance, need thwarting, and socially prescribed perfectionism may help to reduce workaholism, in turn leading to more positive outcomes. [ABSTRACT FROM AUTHOR]

The purpose of this study was to empirically investigate the relationship between psychological need satisfaction and intrinsic motivation as proposed by self-determination theory. Three competing hypotheses regarding the relations between need satisfaction and intrinsic motivation were tested: additive, synergistic, and balance. Two cross-sectional studies involving 1,254 employees from a broad range of Norwegian service organizations partly supported the first two hypotheses. Although the relationship between satisfaction of the needs for autonomy and relatedness with intrinsic motivation were significant, the one with satisfaction of the need for competence was not. Instead, competence was only related to intrinsic motivation when autonomy was high. Implications for practice and future research are discussed. [ABSTRACT FROM AUTHOR]

Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Self-determination theory (Deci & Ryan, 1985, 1987, 1991) proposes that internalization can be facilitated by supporting a person's autonomy. Autonomy support can be achieved using 3 means: giving a rationale for doing a task, offering some choice about how to do the task, and acknowledging feelings about the task. We examined the effects of these 3 factors on acceptance of change in a work organization. Employees from a large Canadian telecommunications company that was in the midst of profound transformation completed scales on 2 separate occasions. Cross-sectional and longitudinal results demonstrated that the 3 factors facilitated acceptance of organizational change, with substantial effect sizes. Implications for successful organizational transformation are discussed. [ABSTRACT FROM AUTHOR]

We examined relations between job characteristics, empowerment, and intrinsic motivation among technical and telemarketing workers. Empowerment was conceptualized as a gestalt of 4 psychological dimensions: autonomy, competence, meaningfulness, and impact. It was hypothesized that the various dimensions of empowerment would mediate the relationship between job characteristics, such as feedback and autonomy support, and intrinsic motivation at work. A path analysis supported the hypothesis, revealing that different job characteristics were predictive of different aspects of empowerment, and that aspects of empowerment differentially affected intrinsic motivation. The results point to the value of considering empowerment as a multidimensional construct. [ABSTRACT FROM AUTHOR]

Some research suggests that job applicants tend to express negative perceptions of asynchronous video interviews (AVIs). Drawing from basic psychological needs theory, we proposed that these negative perceptions arise partly from the lack of human interaction between applicants and the organization during an AVI, which fails to satisfy applicants' need for relatedness. Recruiting participants through Prolific, we conducted two experimental studies that aimed to manipulate the level of relatedness support through a relatedness‐need supportive introductory video containing empathetic messaging and humor. Using a vignette approach, participants in study 1 (N = 100) evaluated a hypothetical AVI that included one of two introductory videos: relatedness‐supportive versus neutral messaging. The relatedness‐supportive video yielded higher relatedness need satisfaction (d = 0.53) and organizational attraction ratings (d = 0.49) than the neutral video. In study 2, participants (N = 231) completed an AVI that included one of the two videos and evaluated their AVI experience. In contrast to the vignette study, we observed no significant differences between groups for relatedness need satisfaction, organizational attraction, nor other outcomes. Our findings provided little evidence that humor and empathic video messaging improves reactions to an AVI and illustrated the limitations on the external validity of vignette designs. [ABSTRACT FROM AUTHOR]