Motivating employees.

Diefendorff, James M.; Chandler, Megan

doi:10.1037/12171-003

Cited by 64 publications

(84 citation statements)

References 447 publications

(937 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Obstfeld, 2005), but we know of no motivation research that suggests that motivation may also be a function of innovation. This idea could open up new research opportunities in motivation, because it suggests that classic equations of motivation, like those in expectancy (Vroom, 1964) or equity (Adams, 1963) theories, may be variable within activities as well as between them, and can be studied as such, helping to address the recent interest that motivation scholars have shown in trying to explain how people's motivation can change over time as they participate in the same activity (Diefendorff & Chandler, 2011).…”

Section: Contributions Of An Integrated Modelmentioning

confidence: 98%

“…We do so because (1) physical energy is one of the many resources invested when effort is exerted (Diefendorff & Chandler, 2011), (2) it can be difficult to distinguish, when engaged in the practical considerations of empirical research, from time, attention, or other resources-in-use (e.g. Vancouver et al, 2008), and (3) the limiting factor for whether or not energy is invested in activities is not the availability of glucose/ATP, but whether or not a person feels energetic activation for those activities (Marks, 1977;Moller et al, 2006;Thayer, 1989).…”

Section: Energy As Resources: a Building Block In An Integrative Modementioning

confidence: 99%

See 1 more Smart Citation

Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources

Quinn¹,

Spreitzer

Lam

2012

The Academy of Management Annals

341

261

View full text Add to dashboard Cite

This article makes the critical role that the construct of energy plays in motivation research and reviews six literatures related to human energy in a work context: (1) conservation of resources, (2) attention restoration theory, (3) ego-depletion theory, (4) energetic activation, (5) interaction ritual chain, and (6) self-determination theory. We clarify definitions of human energy, show how they are related to constructs like flow, motivation, and resources, and show how ideas related to energy can be integrated across these literatures.We use the literatures to build and integrative model of human energy in organizations. The model captures the dynamics of human energy, demonstrates how energy can be both a scarce and an abundant resource, integrates resources and resourcing into the model, and how motivation needs to account for the creation of resources as well as the use of resources. We also use the model to provide insights into important future research in this area.

show abstract

Section: Contributions Of An Integrated Modelmentioning

confidence: 98%

Section: Energy As Resources: a Building Block In An Integrative Modementioning

confidence: 99%

Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources

Quinn¹,

Spreitzer

Lam

2012

The Academy of Management Annals

341

261

View full text Add to dashboard Cite

show abstract

“…It has been linked to increased employee productivity and organizational revenue, as well as employees' well-being and thriving (Steers, Mowday, & Shapiro, 2004). Given its important role, a good deal of research has focused on the type and extent of motivation employees experience (e.g., Diefendorff & Chandler, 2011;Latham & Pinder, 2005). Within this research area, a prominent focus has been on how the satisfaction of needs, or "some type of internal tension or arousal" (Kanfer, 1990: 81), enhances employee motivation.…”

mentioning

confidence: 99%

A Review of Self-Determination Theory’s Basic Psychological Needs at Work

Broeck

Ferris

Chang

et al. 2016

Journal of Management

872

896

View full text Add to dashboard Cite

Self-determination theory (SDT) conceptualizes basic psychological needs for autonomyMotivation, or the "energetic forces that initiate work-related behavior and determine its form, direction, intensity and duration" (Pinder, 2008: 11), is a critical issue for organizations and employees. It has been linked to increased employee productivity and organizational revenue, as well as employees' well-being and thriving (Steers, Mowday, & Shapiro, 2004). Given its important role, a good deal of research has focused on the type and extent of motivation employees experience (e.g., Diefendorff & Chandler, 2011;Latham & Pinder, 2005). Within this research area, a prominent focus has been on how the satisfaction of needs, or "some type of internal tension or arousal" (Kanfer, 1990: 81), enhances employee motivation. For example, needs have figured in historical frameworks from Maslow's (1943) need hierarchy to McClelland's (1965) work on needs for achievement, affiliation, and power. More recently, researchers have proposed alternate needs, such as the need for status (Hogan, 1998) and the need for relatedness (Baumeister & Leary, 1995;.Yet few need frameworks have spurred as much research on needs as self-determination theory (SDT; . SDT argues that humans are optimally motivated and experience well-being when they have three basic psychological needs satisfied: the need for autonomy, the need for competence, and the need for relatedness ( The increasing importance and popularity of basic psychological needs in the organizational domain, combined with the lack of any existing reviews on the topic, highlights the need for a conceptual and empirical review of the management research on this topic. 1 To this end, our paper provides a meta-analytic overview of organizational research on basic psychological needs, demonstrating the breadth of constructs (i.e., antecedents and consequences) that basic psychological needs have been found to relate to. We also had three more specific aims with our review: to test SDT's requirement that each basic psychological need should uniquely predict psychological growth, internalization, and well-being; to test whether use of an overall need satisfaction measure is appropriate; and to test whether the scale used to assess basic psychological needs (i.e., the measure developed by Deci et al. In accomplishing these aims, our review provides both contributions and challenges to the SDT literature. In particular, our results indicate research on basic psychological needs is both vibrant and prolific, with need satisfaction relating to a wide variety of antecedents and outcomes. Moreover, we find general support for SDT's requirement that each need should independently predict indicators of psychological growth, internalization, and well-being. However, our findings also illustrate that contrary to SDT, the variance basic psychological needs account for in some of these outcomes is statistically significant but practically insignificant; our review also surfaces issues with the literature's most...

show abstract

“…Work values represent a particular set of values that guide and motivate specific behaviors performed in the workplace (Diefendorff & Chandler, 2011;Latham, 2012). Empirical evidences have demonstrated that SWVs exert direct influences on job performance.…”

Section: Effects Of Work Values On Job Performancementioning

confidence: 99%

Comparing Effects of Intrinsic and Extrinsic Social Values Between Younger and Older Employees

Yeung

Fung

Chan

2016

The Journal of Psychology

View full text Add to dashboard Cite

Socioemotional selectivity theory proposes that older adults emphasize emotional goals and interpersonal closeness to a greater extent than do younger adults, suggesting that holding social work-related values (SWVs) may be beneficial to older employees. This project aimed at examining two dimensions of SWVs, intrinsic and extrinsic SWVs, and tested whether age and work situation would moderate their effects on self-rated job performance. A cross-sectional survey (Study 1, N = 357) and a 14-day experience sampling study (Study 2, N = 77) were conducted among Chinese managerial employees. Study 1 showed that the direct effect of intrinsic SWVs on self-rated job performance was stronger in older employees than in younger employees. Study 2 demonstrated that older employees who valued intrinsic SWVs while being in social situations performed much better than when they did not value intrinsic SWVs but being in social situations; however such positive effect was not shown in younger employees. Findings of this project reveal that the effect of SWVs varies across locus of effect (intrinsic versus extrinsic), age, and work situation. Among older employees, the positive effect of intrinsic SWVs is more crucial than that of extrinsic SWVs on self-rated job performance. Findings of this project imply that intrinsically rewarding incentives would be more effective in motivating older employees to reach peak performance.

show abstract

Motivating employees.

Cited by 64 publications

References 447 publications

Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources

Building a Sustainable Model of Human Energy in Organizations: Exploring the Critical Role of Resources

A Review of Self-Determination Theory’s Basic Psychological Needs at Work

Comparing Effects of Intrinsic and Extrinsic Social Values Between Younger and Older Employees

Contact Info

Product

Resources

About