Work values and work engagement within teams: The mediating role of need satisfaction.

Schreurs, Bert; Emmerik, Ij. Hetty van; Broeck, Anja Van den; Guenter, Hannes

doi:10.1037/gdn0000009

Cited by 59 publications

(66 citation statements)

References 79 publications

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“…Team members thus develop shared feelings of autonomy, competence, and relatedness while working and shared an understanding whether work is mainly seen as something important, valuable or fun or whether one feels controlled by external or internal pressures. These results add to the growing body of research, showing that motivation—as defined in SDT—may be contagious among team members (Schreurs, Van Emmerik, Van den Broeck, & Guenter, ). Our design did not permit to gain further understanding of these motivational dynamics at these different levels or to tap into the antecedents and consequences of the aspects of motivation at these different levels, but this would be an interesting route for future research.…”

Section: Discussionsupporting

confidence: 57%

How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation

et al. 2017

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Organisations have flattened and increasingly rely on teamwork. Therefore, colleagues play an increasingly important role in stimulating employee motivation. Adopting Self-Determination Theory as a guiding framework, the aim of this field experiment was to examine whether team members can be trained in supporting each others basic psychological needs for autonomy, competence, and relatedness and, hence, increase each others need satisfaction and autonomous motivation, while decreasing controlled motivation. We delivered training to 146 participants nested in 26 participating teams and assessed basic need satisfaction and autonomous and controlled motivation before and after the intervention. Multilevel regression analyses indicated that employees in the experimental (i.e. intervention) condition had a stronger increase in need satisfaction and autonomous motivation than employees did in the control condition, and that the increase in autonomous motivation was mediated by an increase in need satisfaction. This study provides added value for theory on need satisfaction and demonstrates that a relatively brief intervention among team members may be effective in creating employee need support and increasing autonomous motivation.* Address for correspondence: Tomas Jungert, Lund University, Box 213, SE-221 00 Lund, Sweden. Email: tomas.jungert@psy.lu.se.† Note: The first two authors contributed equally to this manuscript. INTRODUCTIONHaving a well-functioning workforce is essential for organisations to stay competitive. Employee motivation is essential for such organisational success. According to Self-Determination Theory (SDT; Gagn e & Deci, 2005) employees feel and perform better when their motivation is autonomous in nature, that is, when they volitionally engage in their work because they find it enjoyable, interesting or valuable. Employees function less optimally when they are motivated in a controlled way and engage in particular behaviour out of inner or external pressures. Because of the importance of autonomous versus controlled motivation for employee behaviour and wellbeing, it is crucial to understand when both types of motivation emerge. According to SDT, employees become autonomously motivated when they feel satisfied in their basic psychological needs for autonomy, competence and relatedness, while controlled motivation arises when these needs remain unsatisfied. The current study aims to test this assumption through an intervention study. Specifically, we present a field experiment investigating the effect of a need support intervention on employees levels of need satisfaction, and autonomous and controlled motivation. In the intervention, which was administered in a group setting, employees are trained to support each others basic psychological needs. Based on tenets from SDT, we expect employees that took part in the intervention to show higher levels of need satisfaction and autonomous motivation, and lower levels of controlled motivation than employees who were part of the control group. This s...

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Section: Discussionsupporting

confidence: 57%

How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation

et al. 2017

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“…The concept of engaging leadership was developed by Schaufeli () and SDT (Deci & Ryan, ) was chosen as the theoretical foundation because research showed that the fulfillment of basic psychological needs at work, as stipulated by SDT, is positively related to work engagement (Schreurs, van Emmerik, Van den Broeck, & Guenter, ; Sulea, van Beek, Sarbescu, Virga, & Schaufeli, ; Van den Broeck, Vansteenkiste, De Witte, & Lens, ). When employees' basic needs for competence, relatedness, and autonomy are satisfied they are more likely to be engaged at work, that is.…”

Section: Introductionmentioning

confidence: 99%

Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study

Rahmadani

Schaufeli

Ivanova

et al. 2019

Human Resource Dev Quarterly

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The current study investigates the mediating role of basic psychological need for satisfaction at work (i.e., autonomy, relatedness, and competence) in the relationship between engaging leadership (i.e., inspiring, strengthening, empowering, and connecting) and work engagement. Also, we are proposing and testing an additional need for meaningfulness that plays a similar mediating role. Data were collected from two independent samples from Indonesia (n = 607 state-owned company employees) and Russia (n = 384 civil servants). Results of both samples confirmed that basic psychological need satisfaction (autonomy, relatedness, competence, and meaningfulness) mediated the relationship between engaging leadership and work engagement. Multigroup analysis revealed that the parameters of the mediation model were invariant across both national samples, supporting the cross-national validity of the model. When the mediating role of the satisfaction of the need for meaningfulness was tested separately, this appeared only the case in the Russian and not in the Indonesian sample. K E Y W O R D S basic psychological need satisfaction, cross-national validity, engaging leadership, work engagement

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“…In a similar vein, in fostering workplace creativity, HR managers need to consider the importance of diverse individual work values. Although work values were not directly investigated in this study, job characteristics and organizational context factors closely relate to individual work values, as indicated by research on employees' psychological needs, intrinsic motivation, and job satisfaction (Caricati et al 2014;Schreurs et al 2014). As James and Drown (2012) noted, scholars and practitioners ought to take into account individual differences towards work values when examining individual creativity.…”

Section: Discussionmentioning

confidence: 92%

“…; Schreurs et al. ). As James and Drown () noted, scholars and practitioners ought to take into account individual differences towards work values when examining individual creativity.…”

Section: Discussionmentioning

confidence: 97%

Fostering workplace creativity: examining the roles of job design and organizational context

Yoo

Jang

et al. 2018

Asia Pac J Human Res

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This study investigates the actor–context interaction effects of job characteristics and organizational context on individual creativity in the South Korean context. Specifically, we examined the relationship among three job characteristics (i.e. skill variety, autonomy and feedback), three organizational context factors (i.e. organizational climate, resources and extrinsic rewards), and individual creativity. Our findings indicated that all job characteristics positively affected individual creativity. Only extrinsic rewards had a significant moderating effect on the job characteristics and individual creativity relationship; extrinsic rewards negatively moderated the relationship between skill variety and individual creativity, while it positively affected the relationship between autonomy and individual creativity. Our study extends and contributes to the actor–context interactionist view in creativity scholarship and provides several important implications for creativity research and practice.

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Work values and work engagement within teams: The mediating role of need satisfaction.

Cited by 59 publications

References 79 publications

How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation

How Colleagues Can Support Each Other's Needs and Motivation: An Intervention on Employee Work Motivation

Basic psychological need satisfaction mediates the relationship between engaging leadership and work engagement: A cross‐national study

Fostering workplace creativity: examining the roles of job design and organizational context

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