When is success not satisfying? Integrating regulatory focus and approach/avoidance motivation theories to explain the relation between core self-evaluation and job satisfaction.

Abstract

Integrating implications from regulatory focus and approach/avoidance motivation theories, we present a framework wherein motivational orientations toward positive (approach motivation orientation) or negative (avoidance motivation orientation) stimuli interact with workplace success to mediate the relation of core self-evaluation (CSE) with job satisfaction. Using data collected from supervisor-subordinate dyads (Sample 1) and time-lagged data (Sample 2), we found that the results from two studies indicated that the interaction of workplace success and avoidance motivation orientation mediated relations of CSE with job satisfaction. Although approach motivation orientation did not interact with workplace success, it did mediate the CSE-job satisfaction relation on its own. Implications for the CSE and approach/avoidance literatures are discussed.

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

“…As noted previously, a strict interpretation of these findings for motivation would suggest that autonomy, competence, and relatedness are not basic psychological needs (though such a conclusion would need to be balanced against the largely positive findings seen otherwise). These findings regarding prediction of negative outcomes, however, are generally reminiscent of findings in other literatures (e.g., Colquitt, Long, Rodell, & Halvorsen-Ganepola, 2015;Ferris, Johnson, Rosen, Djurdjevic, Chang, & Tan, 2013) that the presence and absence of positive events, such as experiencing need satisfaction, are more associated with intense experience of positive outcomes, while the presence and absence of negative events, such as, we argue, need frustration, are more associated with intense experience of negative outcomes. That is, positive and negative events are not simply opposite ends of a spectrum, as the absence of a positive does not imply a negative and the absence of a negative does not imply a positive.…”

Can pride be a vice and virtue at work? Associations between authentic and hubristic pride and leadership behaviors

“…Participants were supervisor–subordinate dyads recruited from StudyResponse, a nonprofit service that connects researchers with a panel of individuals who have expressed interest in participating in social science research (Stanton & Weiss, ; see Ferris et al, ; Meyer et al, ; Piccolo & Colquitt, , for examples of published work using this resource). This sampling strategy allowed us to reach workers from a wide variety of industries and organizations, increasing the generalizability of the current results, and was appropriate given that our interest is in establishing the plausibility of these relationships (Landers & Behrend, ).…”

Examining incentive travelers: How motivation affects organizational commitment

“…The indirect effects suggest that employees who are highly motivated to undertake incentive travel are more likely to be satisfied with the trip, which in turn induces commitment. This is because when individuals are motivated (vs. less motivated) to accomplish a goal, they are more likely to experience positive emotions when the goal is attained (Ferris et al, ). By comparing the relationships between three motivations and commitment, the findings suggest that motivations to earn prestige and business networking opportunities are positive precursors of employees' commitment, whereas leisure motivation itself is found to thwart commitment after incentive travel.…”