A test of work motivation profile similarity across four distinct samples of employees

Abstract

The present study examines how the different forms of behavioural regulation proposed by self‐determination theory combine within different profiles of workers and the extent to which these configurations are replicated among four samples of workers from distinct occupational groups (managers, nurses, physiotherapists, and hospital employees). In addition, this research investigates the role of workload (as a job demand), as well as perceived organizational, supervisor, and colleagues support (as job resources) in the prediction of profile membership. Finally, this research also documents the relation between motivation profiles and a series of adaptive (work performance) and maladaptive (presenteeism, turnover intentions, and absenteeism) work outcomes. Latent profile analyses revealed six similar motivation profiles among the four samples (n = 291 managers, 249 hospital employees, 237 nurses, and 373 physiotherapists). The results also showed the highest levels of presenteeism and turnover intentions, and the lowest levels of work performance to be associated with the Externally Driven profile. Moreover, workload predicted a higher likelihood of membership into the Self‐Driven Introjected and Externally Driven profiles relative to the Moderately Intrinsically Motivated, Highly Intrinsically Motivated, and Self‐Driven Hedonist profiles. Finally, perceived colleagues support predicted a decreased likelihood of membership into the Externally Driven profile relative to the five other profiles, whereas higher levels of perceived organizational support predicted an increased likelihood of membership into the Self‐Driven Introjected, Highly Intrinsically Motivated, and Value‐Reward Self‐Driven profiles relative to the Externally Driven and Self‐Driven Hedonist ones. Practitioner points Employees’ profiles characterized by low levels of self‐determined work motivation were associated with the worst outcomes. By decreasing employees’ workload or by helping to make it more manageable, organizations may increase employees’ likelihood of displaying more desirable, and self‐determined, motivational profiles. By improving colleagues support, organizations may also be able to increase employees’ likelihood of displaying more desirable, and self‐determined, motivational profiles.

Workaholism, presenteeism, work–family conflicts and personal and work outcomes: Testing a moderated mediation model

“…Indeed, it is noteworthy that, as in prior research (Gillet, Morin, et al, 2020;Rainbow, 2019), presenteeism was associated with *p = .055;; **p < .01.…”

“…Contrary to workaholism (Balducci et al, 2020;Gorgievski et al, 2010), presenteeism which is considered to be more transitory and situational (George et al, 2017) has been found to be constantly associated with lower levels of work performance (Gillet et al, 2020b;Miraglia & Johns, 2016), especially in the nursing profession (Li et al, 2019;Rainbow, 2019). This may be explained by higher anxiety (Monzani et al, 2018) or lower psychological health (Li et al, 2019).…”

“…Moreover, for nurses with high levels of presenteeism and workaholism, excessive investment in work is also purported to represent a way to decrease their feelings of anxiety, guilt and shame and to protect their contingent selfesteem (Porter, 2004;Ryan & Deci, 2017). Yet, controlled motivation (i.e., nurses perceive their behaviour as being driven by internal and/ or external contingencies; Ryan & Deci, 2017) is associated with negative attitudinal (e.g., turnover intentions, lower engagement and commitment), behavioural (e.g., sickness absence, lower in-role performance) and health-related (e.g., burnout and psychological distress) outcomes (Austin et al, 2020;Fernet et al, ,,,2015Fernet et al, ,,, , 2017Fernet et al, ,,, , 2020Gillet, Morin, et al, 2020). In this case, nurses' investment in their job is not in accord with their personal values, their valuable resources decrease and detrimental outcomes may appear (e.g., increases in WFC; Ryan & Deci, 2017).…”

Differences in the perception of corporate culture as a motivational tool in the SME sector

“…Authors divided hospital employees into four groups (managers, nurses, rehabilitation specialists and hospital employees). The results indicated that training courses have the greatest impact on the motivation of managers, followed by rehabilitation specialists, then hospital workers and nurses in the last position [11]. The analysis continues SHS Web of Conferences 92, 0 (2021) Globalization and its Socio-Economic Consequences 2020 7032 https://doi.org/10.1051/shsconf/20219207032 with examining Industry 4.0.…”

Nature, predictor, and outcomes of motivation trajectories during a professional training program

“…In addition, their lack of interest and volition in relation to the training content might lead them to not listen to trainers, to miss some courses, and to not engage in several training tasks (Dysvik & Kuvaas, 2014), thereby limiting their engagement, learning, and satisfaction. In contrast, when trainees are autonomously motivated, they perceive their training program as more agreeable and stimulating and take pleasure during training, allowing them to better sustain continuous efforts, which in turn should allow them to experience more adaptive outcomes (Gillet et al, 2020).…”