Motivation and the academic – where the drivers sit

Johnston, Alan

doi:10.1108/jmd-09-2015-0140

Cited by 7 publications

(6 citation statements)

References 36 publications

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“…According to CET, leaders who foster autonomy and competency provide non-controlled favorable feedback and acknowledge other perspectives in order to ensure high-quality relationships with their subordinates because, through these mechanisms, leaders promote self-determination, thereby fostering their subordinates' intrinsic motivation (Hirschler et al, 2014;Deci and Ryan, 2012;Deci et al, 2017). Intrinsic motivation is frequently identified as a main issue for leaders to address when managing academic employees, specifically when economic conditions limit the capacity of leaders to grant monetary rewards (Hirschler et al, 2014;Johnston, 2016). Accordingly, this study fills the gap in the literature by introducing intrinsic motivation as a psychological mechanism in the relationship between ethical leadership and subordinates' work-related outcomes.…”

Section: Introductionmentioning

confidence: 99%

“…This study responds to the call from Kalshoven et al (2013), Newman et al (2014), and Yidong and Xinxin (2013) for the need for greater research into the psychological mechanisms relating ethical leadership to follower attitudes and behaviors. Further, this work also looked into the assertion made by researchers that have mentioned intrinsic motivation as a psychological mechanism being a main issue that leaders must address when managing academic employees (Hirschler et al, 2014;Johnston, 2016). Therefore, this study used intrinsic motivation as a mediator between ethical leadership and followers' work-related outcomes.…”

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confidence: 99%

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The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention

Shareef

Atan

2019

108

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Purpose The purpose of this paper is to examine the effect of ethical leadership on followers’ organizational citizenship behavior (OCB) and turnover intention and to examine the mediating role of intrinsic motivation in the relationships. Design/methodology/approach The study employed a quantitative research method with a sample of 351 supervisor–subordinate dyads in three large public universities in the Kurdistan Region of Iraq. The statistical analysis was conducted using Statistical Package for Social Science software, through multiple regression analyses to test the research hypotheses. Findings The results indicated that ethical leadership positively related to OCB and negatively related to turnover intentions. The results also showed that intrinsic motivation fully mediates the relationship between ethical leadership, OCB, and turnover intentions. Originality/value This study recognized the gap in the literature, and it contributes to the body of knowledge through an examination of the mediating role of intrinsic motivation between ethical leadership, OCB and turnover intention, relying on the cognitive evaluation theory.

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Section: Introductionmentioning

confidence: 99%

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confidence: 99%

The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention

Shareef

Atan

2019

108

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“…The use of the lived experience epistemology for research on management development has long been extolled (Pettica-Harris and McKenna, 2013). The adopted paradigm choice of the current study has recently been used in kindred settings, for example, by Johnston (2016), who used a similar research design to identify motivators among academics. In sum, the research adopts a subjectivist ontological stance and an inductive, social constructivist epistemology for knowledge creation through interpretivist analysis of ethnographic interview data.…”

Section: Methodsmentioning

confidence: 99%

Work design expectations of Japanese MNCs’ local managers in English-speaking and Far East cultural clusters – USA, Thailand and India

Ashta

2020

JMD

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PurposeThe importance of work design to organizational engagement and firm performance is increasingly recognized in management scholarship. For international business, a majority of variation in work design based on national cultures is addressed through cross-cultural management scholarship. However, there is a paucity of qualitative research on the influences international business human resource managers face for work design in the intercultural environment of overseas subsidiaries. The purpose of this interpretivist study was to examine the lived experience of overseas subsidiaries’ local managers to surface a more nuanced understanding of their expectations and related implications for work.Design/methodology/approachEmpirical research was conducted through semistructured in-depth interviews with senior managers of subsidiaries of Japanese MNCs in USA, Thailand and India.FindingsThe findings of the study develop and extend on prior cross-cultural management scholarship on world cultural clusters revealing changed expectations of work in intercultural work environments as instantiated by Japanese MNCs.Social implicationsThrough engaging work design, international businesses can contribute to the United Nations Sustainable Development Goal 8 that pertains to decent work.Originality/valueThe study adds to extant understanding of the work design antecedent to engagement by broadening to intercultural environment impacts understanding facilitated by empirical lived experience data and suggesting a modification to extant theory. This study pioneers in taking world cultural clusters as the field for evaluating data.

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“…Understanding career choices is fundamental to the academic world, as many would see teaching as a vocation, but perhaps research less so. Johnston (2016) identifies the desire for expertise and the search for meaning as two of the most common key drivers for individual academics, whilst suggesting that a desire for material reward or power may have lower levels of significance. This does, however, raise the question as to what other types of issues or factors may drive an academic, more particularly, to pursue a career in academia.…”

Section: Literature Review Understanding the Concept Of 'Careers'mentioning

confidence: 99%

From There to Here: Reflections on Alternative Journeys to a Career in Academia

Johnston,

Cock,

Walsh

et al. 2023

International Journal of Human Resource Development: Practice, Policy and Research

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This paper considers the career paths of four academics at different stages in their career, examining key aspects in the trajectory of their journey to where they are now. The paper considers a range of key issues, pitfalls and barriers, and challenges they have faced in order to provide an insight into the differing journeys that academics may take. The research uses a combined auto-ethnographic and reflective approach to gather and interpret the experiences of the four individuals, in essence developing a reflective account on their personal journeys. The four academics were specifically chosen based on their different career paths, providing important opportunities to develop more in-depth reflective accounts of their stories. While they have all taken different trajectories, findings suggest significant overlap exists around issues such as imposter syndrome, psychological contract and identity. These issues, it would appear, have an interrelated impact upon the individual and, as such, cannot be separated effectively. The paper contributes to understandings of how academic careers progress, and may provide invaluable guidance to new entrants, or those considering entry into the world of academia.

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Motivation and the academic – where the drivers sit

Abstract: Research at York St John (RaY) is an institutional repository. It supports the principles of open access by making the research outputs of the University available in digital form.

Cited by 7 publications

References 36 publications

The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention

The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention

Work design expectations of Japanese MNCs’ local managers in English-speaking and Far East cultural clusters – USA, Thailand and India

From There to Here: Reflections on Alternative Journeys to a Career in Academia

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