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Nurses’ work motivation impacts their job satisfaction and work engagement, affecting their quality of care. Work motivation, a personal resource, can be categorized into intrinsic and extrinsic motivation, each of which may function differently in the job demands–resources (JD–R) model. To study the effect of nurses’ intrinsic and extrinsic work motivation on work engagement in long-term care (LTC) facilities, we randomly selected 1200 facilities from 6055 LTC facilities in eastern Japan. Two nurses from each facility completed a self-report questionnaire—newly developed for this study for evaluating intrinsic and extrinsic work motivation—to assess their work engagement, job satisfaction, and work motivation. Multiple regression analysis of 561 valid questionnaires investigated the relationship between work motivation and work engagement, indicating that intrinsic work motivation, job satisfaction, and age had a significant positive effect on work engagement, while extrinsic work motivation had no significant effect. However, half the nurses chose to work because of extrinsic work motivation, explaining the high turnover rate of nursing staff in LTC facilities. Findings indicate the importance of measures to foster nurses’ intrinsic motivation to improve work engagement. Further research should investigate how to improve the intrinsic motivation of nurses working in LTC facilities.

It has been contended that ostracism is prevalent in the workplace, and there has been increasing research interest in its potential effects. This paper extends the theoretical framework of workplace ostracism by linking it with affective commitment and intention to leave from the perspective of job embeddedness. Using time-lagged data from China, we apply job embeddedness theory to confirm that workplace ostracism decreases the cultivation of job embeddedness, which in turn undermines affective commitment and induces intention to leave. We also find that intrinsic work motivation strengthens the detrimental effects of workplace ostracism on job embeddedness such that the negative relationship is stronger when intrinsic motivation is high rather than low. We further discuss the theoretical and practical implications of our findings and offer future research directions.

Purpose The purpose of this paper is to investigate how workplace ostracism influences employee work engagement. It further examines the mediating role of workplace belongingness and moderating role of intrinsic work motivation. Design/methodology/approach Data was collected from 402 hotel employees from Thailand. A second stage moderated-mediation is used to test the relationship between workplace ostracism and employee work engagement. Findings Workplace ostracism negatively impacts employee work engagement and workplace belongingness mediates this relationship. The negative effect of workplace ostracism on employee work engagement through workplace belongingness is stronger for employees high on intrinsic motivation. Practical implications Hotel firms should make social connection an organization-wide strategic priority. They can include workplace ostracism as workplace harassment in their policy. Originality/value Besides contributing to the nascent literature on workplace ostracism in the hospitality industry, the present study extends research on workplace ostracism by empirically testing the relationship between workplace ostracism and employee work engagement. By using workplace belongingness as a mediator, a better understanding is provided regarding “why” workplace ostracism relates to employee work engagement. By introducing intrinsic work motivation as a moderator, scholars can gain a better understanding in regard to “whom” workplace ostracism negatively relates to employee work engagement.

Competition for talent is becoming increasingly fierce in China's rapidly developing economy, so that cultivating loyalty among employees is important for the competitiveness and sustainable development of enterprises. From an individual perspective, in this study we explored the internal mechanism of employees' competence need satisfaction on their loyalty. We constructed a moderated mediation model with intrinsic work motivation as the mediator and reciprocal filial piety belief as the moderator. In a study conducted with Master of Business Administration students in Henan Province, along with employees in Xuchang, we received 438 valid survey responses for analysis. The results indicated that employee loyalty was positively affected by competence need satisfaction, with intrinsic work motivation playing a partial mediating role. Reciprocal filial piety belief positively moderated the mediating process. Therefore, managers should pay attention to employees' need for competence satisfaction, and should take measures to improve employees' motivation.

PurposeInternet monitoring in organizations can be used to monitor risks associated with Internet usage and information systems in organizations, such as employees' cyberloafing behavior and information security incidents. Extant research has mainly discussed the effect of Internet monitoring in achieving the targeted goals (e.g. mitigating cyberloafing behavior and information security incidents), but little attention has been paid to the possible side effects of Internet monitoring. Drawing on affective events theory, the authors attempt to reveal that Internet monitoring may cause side effects on employees' Internet usage policy satisfaction, intrinsic work motivation and affective organizational commitment.Design/methodology/approachThe authors conducted a field experiment in a software development company. In total, 70 employees participated in the study. Mann–Whitney U test was employed to analyze the data.FindingsThe results suggest that Internet monitoring decreased employees' satisfaction with the Internet usage policy, intrinsic work motivation, as well as affective organizational commitment.Originality/valueThis study contributes to the literature by examining the side effects of Internet monitoring on employees. It also has implications for organizations to make appropriate decisions regarding whether to implement Internet monitoring.

Competition for talent is becoming increasingly fierce in China’s rapidly developing economy, so that cultivating loyalty among employees is important for the competitiveness and sustainable development of enterprises. From an individual perspective, in this study we explored the internal mechanism of employees’ competence need satisfaction on their loyalty. We constructed a moderated mediation model with intrinsic work motivation as the mediator and reciprocal filial piety belief as the moderator. In a study conducted with Master of Business Administration students in Henan Province, along with employees in Xuchang, we received 438 valid survey responses for analysis. The results indicated that employee loyalty was positively affected by competence need satisfaction, with intrinsic work motivation playing a partial mediating role. Reciprocal filial piety belief positively moderated the mediating process. Therefore, managers should pay attention to employees’ need for competence satisfaction, and should take measures to improve employees’ motivation.

Purpose Today, organizations work hard to improve the motivation of their employees and related knowledge, skills and abilities to enhance work performance. Among many other variables, self-efficacy proved to have an influential role in work performance. The main purpose of the current study is to investigate the role of occupational self-efficacy on work performance through intrinsic motivation by using a longitudinal analysis. Design/methodology/approach Participants were 76 employees from diverse organizations operating in an organized industrial region in Turkey. Participants filled in a weekly questionnaire during ten consecutive weeks. Findings Results of multilevel analyses confirmed our hypotheses by showing that occupational self-efficacy and intrinsic motivation have a significant influential role over work performance, and intrinsic motivation serve as a partial mediator in this relationship. Originality/value The study findings also reveal important information for organizational and managerial practices to improve employee motivation and performance.

High levels of trust between employees and leaders moderate the relationship between organizational management practices. A collaborative environment encourages employees to have more Psychological Empowerment, which in turn leads to better performance. Based on Intrinsic Work Motivation and Self-Evaluation, this paper uses Perceived Leader Trust as an independent variable, Employee Work Performance as a dependent variable, and introduces Psychological Empowerment to explore the internal mechanism of perceived trust. This paper proposes a total of 28 hypotheses, and 25 hypotheses have been verified. The specific research conclusions are as follows: (1) Perceived Leader Trust has a positive impact on Employee Work Performance. (2) Perceived Leader Trust positively affects employees’ Psychological Empowerment. Perceived Leader Dependence has a significant impact on all dimensions of Psychological Empowerment, but the relationship between Perceived Information Disclosure and Work Meaning is not significant. (3) Psychological Empowerment is positively correlated with Employee Work Performance, in which the four dimensions of Psychological Empowerment are significantly related to Employee Task Performance, while Work Meaning and Autonomy are not significantly related to Employee Relationship Performance. (4) Psychological Empowerment, as the overall perception of employees, plays a partial mediating role between Perceived Leader Trust and Employee Work Performance. This paper verifies the role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance, and explores the internal mechanism of Perceived Leader Trust from the perspective of employees’ Intrinsic Work Motivation, which promotes the development of organizational management practices.

Purpose – The purpose of this paper is to test the relationship between psychological empowerment and R & D employees’ performance. The moderating effect of locus of control and the mediating effect of intrinsic work motivation are also examined. Design/methodology/approach – The questionnaires were completed by 209 R & D employees and their immediate supervisors of a large foreign-funded R & D institute in China. Hierarchical regression and bias-corrected bootstrap procedures were used to test the hypotheses. Findings – Results demonstrate that psychological empowerment is positively related to R & D employees’ task, contextual and innovation performance. The relationship between psychological empowerment and contextual and innovation performance was found to have been moderated by locus of control. Intrinsic work motivation partially mediates the psychological empowerment-work performance relationship. Research limitations/implications – This is a cross-sectional study, with data limited to a large R & D institute in Shanghai. It did not consider organizational level variables, such as organizational structure and job characteristics. Practical implications – This study highlights the importance of enhancing psychological empowerment and intrinsic work motivation to promote employees’ work performance. Moreover, the results provide evidence in favor of managerial interventions aimed at motivating employees who differ on locus of control. Originality/value – This study extends the psychological empowerment literature by first examining the psychological mechanism through which empowerment affects work performance and how this effect is contingent upon individual locus of control. It also provides insight into motivating R & D employees in Chinese context.

Although the relationships between fair treatment by the organization and work-related outcomes are contingent on motivational traits, little scholarly attention has been paid to how extrinsic and intrinsic work motivation shape the influence of organizational justice on employee voluntary absence in the field of public management. In this context, our study aims to explore the direct effect of organizational justice on voluntary absence based on social exchange theory, as well as the moderating roles of extrinsic and intrinsic work motivation in the relationship, building on the equity sensitivity theory. Using National Administrative Studies Project–III (NASP III) survey data from a sample of 709 public employees from two state governments (i.e., Georgia and Illinois) in the U.S. and negative binomial regression models, we found that organizational justice is positively associated with employee voluntary absence. Further analysis showed that while extrinsic work motivation mitigates the positive relationship between organizational justice and voluntary absence, intrinsic work motivation enhances the positive relationship between organizational justice and voluntary absence. Accordingly, our study offers meaningful implications that are essential for public management scholars and organizations to consider in order to develop effective managerial practices based on the fitness between organizational justice and employees’ motivational traits, thus reducing employee voluntary absence and improving organizational performance and sustainability.