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"Work Motivation"
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Impact of Intrinsic and Extrinsic Motivation on Work Engagement: A Cross-Sectional Study of Nurses Working in Long-Term Care Facilities
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.
Journal Article
An Analysis of Differences in Work Motivation between Public and Private Sector Organizations
This study contributes to our understanding of the differences in work motivation between the public and private sectors. Data from a survey of 3,314 private sector and 409 public sector employees in Belgium strongly confirm previous research showing that public sector employees are less extrinsically motivated. Differences in hierarchical level are more important determinants of work motivation than sectoral differences. In addition, most observed differences can be wholly or partially explained by differences in job content, not by the sector itself. Evidence is presented to show that motivational differences can be explained by a positive choice of work-life balance.
Journal Article
Feel-good productivity : how to do more of what matters to you
\"In this revolutionary book, Ali reveals how the science of feel-good productivity can transform your life. He introduces the three hidden 'energisers' that underpin enjoyable productivity, the three 'blockers' we must overcome to beat procrastination, and the three 'sustainers' that prevent burnout and help us achieve lasting fulfillment. He recounts the inspiring stories of founders, Olympians, and Nobel-winning scientists who embody the principles of Feel-Good Productivity. And he introduces the simple, actionable changes that you can use to achieve more and live better, starting today.\"-- Provided by publisher.
Book
Motivational mindsets versus reasons for action: implications for the dimensionality debate in self-determination theory
Within self-determination theory, motivation has been treated as a unidimensional (autonomy continuum) and multidimensional (types of motivation) construct. We propose that this dual nature can be reconciled by distinguishing reasons for exerting effort from the psychological state, or ‘mindset’, experienced while engaging in task-relevant activities. Using the Multidimensional Work Motivation Scale (Gagné et al., European Journal of Work and Organizational Psychology 24:178–196, 2015) for employees (n = 444), and an adapted version for students (n = 656), we confirm that there are distinguishable reasons for exerting effort. Moreover, using measures of three motivational mindsets (experienced autonomy, external control, and motivation strength), we demonstrate that reasons vary along an autonomy continuum. However, latent profile analyses revealed that reasons combine in different ways, and that external reasons (e.g., social or material outcomes) are only associated with a mindset of external control when not accompanied by internal reasons. Outcomes were more favorable for autonomous versus externally controlled mindsets, and when motivation profiles were characterized by internal sources of regulation, even if accompanied by external reasons. Implications for the dimensionality and measurement of motivation are discussed.
Journal Article
Public Service and Motivation: Does Mission Matter?
This study advances our understanding of employee work motivation and performance in the public sector by reinterpreting the literature on public service motivation within the psychological framework of goal theory. An empirical test of this new framework suggests that goal theory provides a strong theoretical foundation for understanding the independent contributions of task, mission, and public service to employee work motivation and performance. The importance of an organization's mission increases employee work motivation in the public sector by making the job more important, even after controlling for the effect of performance-related extrinsic rewards.
Journal Article
The workplace engagement solution : find a common mission, vision, and purpose with all of today's employees
Organisations around the world spend billions of dollars every year to awaken and engage their employees. Yet global employee engagement remains fixed - at 13%. The disengagement problem usually begins with the CEO telling human resources to fix it. Unless the CEO or business owner takes charge of engagement, everyone will look over the messenger's shoulders to pick up cues from the top leader. Most workers can't engage because they are overwhelmed trying to keep up with change. This problem speaks to a much deeper need. We need to teach our workers how to change themselves. Here, David Harder helps you learn how a CEO or business owner can successfully lead culture awakening, gain the life skills that help employees change and reinvent themselves, and build a caring, mentor-driven culture that ensures category-leading engagement.
Book
Employees’ competence need satisfaction and loyalty: Intrinsic work motivation as a mediator, moderated by belief in reciprocal filial piety
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.
Journal Article