Search

Contains fulltext : 242630.pdf (Publisher’s version ) (Closed access)

© 2020 Elsevier Inc. The many theoretical and empirical studies of work motivation to date have not fully clarified how it develops and evolves over time. We therefore investigated profiles of employees to identify their self-determination trajectories, and we examined differences among these profiles with respect to diverse predictors and outcomes. We gathered data (at 0, 6, 12, and 24 months over a two-year period) from a sample of 660 nurses employed in public health care establishments. Longitudinal growth mixture analyses (GMA) revealed three distinct trajectory profiles, characterized by Increasing, Slightly Decreasing, and Decreasing global levels of self-determination at work. Importantly, when employees perceived supervisors' transformational leadership behaviors and task-level socialization more positively, they were more likely to belong to the Increasing profile. Moreover, higher levels of affective commitment to the occupation and the organization and lower levels of intentions to leave the occupation and the organization were also associated with the Increasing profile.

© 2019 Informa UK Limited, trading as Taylor & Francis. This study extends the research and theory on work motivation by examining temporal stability and change in employees’ self-determined work motivation profiles and their differential relations to various predictors and outcomes. We gathered data at two time points over a 24-month period from a sample of 438 newly registered public health care nurses. Results of latent profile and latent transition analyses revealed four distinct profiles (strongly, moderately, self-determined, and poorly motivated), estimated from the position of global and specific behavioural regulations on the motivation continuum proposed by self-determination theory. These profiles were entirely stable at the within-sample level, although within-person changes in profile membership occurred for 30–40% of employees. Of particular interest, perceptions of job resources were consistently associated with greater likelihood of membership in the strongly and moderately motivated profiles. These profiles were also consistently associated with lower emotional exhaustion and intentions to leave the occupation and the organization and with higher in-role performance compared to the self-determined and poorly motivated profiles.

© 2020, Springer Science+Business Media, LLC, part of Springer Nature. Self-determination theory presents a multi-dimensional approach to human motivation in which motivation is driven by a range of classifiably distinct regulation styles. However, these different regulations are also considered to fall along a continuum of self-determination which implies that a global dimension reflecting the degree of self-determination present is important. The lack of explicit integration between these two aspects in the conceptualization of motivation has recently led to debates and a flux of research on the structure of motivation as defined in self-determination theory. This review comprehensively explores recent advances in this area as well as more classical approaches in order to establish an optimal and empirically supported conceptualization of motivation. A novel solution is proposed, namely a semi-radex structure of motivation, in which types of motivation are predictably ordered by degree of self-determination while also maintaining their unique contribution as distinct factors. Theoretical and practical implications for researchers who use self-determination theory are made.

© 2019, Springer Science+Business Media, LLC, part of Springer Nature. Surprisingly scant research has adequately examined directional influences between different perceptions of managerial leadership behaviors and different types of work motivation, and even fewer studies have examined contextual moderators of these influences. The present study investigated longitudinal and multilevel autoregressive cross-lagged relations between perceptions of transformational, transactional, and passive-avoidant leadership with autonomous motivation, controlled motivation, and amotivation. Multilevel longitudinal models were estimated on data from 788 employees, nested under 108 distinct supervisors, from six Canadian organizations. Results revealed that perceptions of leadership behaviors predicted changes in motivation mostly at the collective level and that some of these relations changed as a function of whether organizations had recently faced a crisis. Collective perceptions of transformational leadership were related to increased collective autonomous and controlled motivation, while individual controlled motivation was related to increased individual perceptions of transactional leadership. In organizations facing a crisis, individual perceptions of transactional leadership were related to decreased individual controlled motivation, while collective perceptions of transactional leadership were related to increased collective autonomous motivation and decreased collective amotivation. In organizations not facing a crisis, collective perceptions of transactional leadership were related to decreased collective autonomous motivation. Implications for theory and practice are discussed.