Documents motivation 97 results

"Objectives
Before actual retirement, employees may already distance themselves from work, which could be referred to as “mental retirement”. However, trajectories of work motivation, ie, work engagement, have not been studied yet. The present study aimed to (i) identify different trajectories of work engagement among older workers approaching the retirement age, and (ii) examine their associations with actual retirement.
Methods
In total 3171 employees aged 55–62 years, who participated in the Dutch Study on Transitions in Employment, Ability and Motivation were included in this study. Participants completed questionnaires in 2010, 2011, 2012, and 2013. Latent class growth mixture modeling was performed to identify groups of employees with similar three-year trajectories in work engagement. Logistic regression analyses were performed to study whether trajectory membership was associated with retirement.
Results
Of the 3171 employees, 16.2% made a transition from work to (early) retirement (N=513). Four trajectories of work engagement were identified: steady high (76.3%), steady low (12.7%), decreasing (6.2%), and increasing (4.8%). A steady low work engagement trajectory was associated with retirement [odds ratio (OR) 1.46], compared to a steady high work engagement trajectory. Although not statistically significant, an increasing work engagement trajectory seemed to be associated with retirement as well (OR 1.60).
Conclusions
This study did not support the concept of mental retirement before actual retirement, ie, a decrease in work engagement among those facing retirement. However, as one in eight employees did experience steady low work engagement in the years before retirement, interventions promoting work motivation are recommended to support the employability of these employees."

"This paper evaluates the link between employee affective commitment and wages using a theoretical model predicting that affective commitment and wages can be complements. We estimate simultaneous quantile regressions based on a matched worker–employer sample of private sector workers from the UK's Workplace Employment Relations Survey 2004. Our results suggest that wages increase with increasing levels of affective commitment, consistent with the idea that the two are complements."

"Presents broad coverage of a diverse array of key topics defining the field, authored by leading scholars. Provides recommendations for theory development and future research. This landmark two-volume set rigorously compiles knowledge in organizational psychology to date and looks ahead with a roadmap for the future of the field. Organizational psychology is the science of psychology applied to work and organizations. It is a field of inquiry that spans more than a century and covers an increasingly diverse range of topics as the nature of work continues to evolve. The Oxford Handbook of Organizational Psychology provides a comprehensive treatment of key topics that capture the broad sweep of organizational psychology. It features contributions by 69 leading scholars who provide cutting-edge reviews, conceptual integration, and directions for future research. The 42 chapters of the handbook are organized into 10 major sections spanning two volumes, including such topics imperative to the field as:

- the core processes of work motivation, job attitudes and affect, and performance that underlie behavior at work

- phenomena that assimilate, shape, and develop employees (i.e. socialization, networks, and leadership)

- the challenges of managing differences within and across organizations, covering the topics of diversity, discrimination, and cross-cultural psychology

- the powerful influence of technology on the nature of work and work processes."

"Presents broad coverage of a diverse array of key topics defining the field, authored by leading scholars. Provides recommendations for theory development and future research. This landmark two-volume set rigorously compiles knowledge in organizational psychology to date and looks ahead with a roadmap for the future of the field. Organizational psychology is the science of psychology applied to work and organizations. It is a field of inquiry that spans more than a century and covers an increasingly diverse range of topics as the nature of work continues to evolve. The Oxford Handbook of Organizational Psychology provides a comprehensive treatment of key topics that capture the broad sweep of organizational psychology. It features contributions by 69 leading scholars who provide cutting-edge reviews, conceptual integration, and directions for future research. The 42 chapters of the handbook are organized into 10 major sections spanning two volumes, including such topics imperative to the field as:

- the core processes of work motivation, job attitudes and affect, and performance that underlie behavior at work

- phenomena that assimilate, shape, and develop employees (i.e. socialization, networks, and leadership)

- the challenges of managing differences within and across organizations, covering the topics of diversity, discrimination, and cross-cultural psychology

- the powerful influence of technology on the nature of work and work processes."

"Objectives The present study was designed to test the demand-control model using indicators of both health impairment and active learning or motivation.Methods A total of 381 insurance company employees participated in the study. Discriminant analysis was used to examine the relationship between job demands and job control on one hand and health impairment and active learning on the other.Results The amount of demands and control could be predicted on the basis of employees' perceived health impairment (exhaustion and health complaints) and active learning (engagement and commitment). Each of the four combinations of demand and control differentially affected the perception of strain or active learning. Job demands were the most clearly related to health impairment, whereas job control was the most clearly associated with active learning. Conclusions These findings partly contradict the demand-control model, especially with respect to the validity of the interaction between demand and control. Job demands and job control seem to initiate two essentially independent processes, and this occurrence is consistent with the recently proposed job demands-resources model."

"The COVID-19 pandemic made working from home (WFH) the new way of working. This study investigates the impact that family-work conflict, social isolation, distracting environment, job autonomy, and self-leadership have on employees' productivity, work engagement, and stress experienced when WFH during the pandemic.
Methods:
This cross-sectional study analyzed data collected through an online questionnaire completed by 209 employees WFH during the pandemic. The assumptions were tested using hierarchical linear regression.
Results:
Employees' family-work conflict and social isolation were negatively related, while self-leadership and autonomy were positively related, to WFH productivity and WFH engagement. Family-work conflict and social isolation were negatively related to WFH stress, which was not affected by autonomy and self-leadership.
Conclusion:
Individual- and work-related aspects both hinder and facilitate WFH during the COVID-19 outbreak."

"Objectives:
This study investigated how occupational well-being evolved across different phases, before and during the COVID-19 outbreak in the Finnish population. Whereas studies have suggested that certain demographic groups (eg, young, female) are more at risk during COVID-19, less is known whether the effects of such demographic factors may vary (i) across different phases of the unfolding viral outbreak and (ii) on different dimensions of occupational well-being. As they are predictors of changes in burnout, job boredom, and work engagement, we examined age, gender, education, living alone, and teleworking. This is the first study to provide such detailed knowledge regarding the changes in various occupational well-being dimensions before and during the COVID-19 outbreak.
Methods:
We collected randomized population panel data at the end of 2019 and conducted three follow-up surveys with 6-month intervals (N=532). The data were analyzed with latent change score models.
Results:
Whereas during spring 2020, occupational well-being slightly improved, in autumn 2020 well-being decreased back to pre-COVID-19 levels. There was an indication of slight increases in job boredom between before COVID-19 and summer 2021. Well-being deteriorated more for the young and those who lived alone. There was also some indication of females, those with lower education, and non-teleworkers experiencing less favorable changes in occupational well-being. Teleworking appeared to have more beneficial effects on well-being for those with lower education.
Conclusions:
The study suggests that only relatively minor changes in well-being took place among the employed population. A particular focus in workplaces should be targeted at younger employees."

This study investigated the environmental antecedents and daily consequences of playful work design (PWD), a proactive strategy that employees use to enhance their engagement in daily work tasks. Grounded in the Job Demands-Resources theory, we present a robust process model, testing playful organizational climate (job resource) and PWD (bottom-up behavioral strategy) as predictors of daily engagement, mediated by the satisfaction of the need for competence. Our research involved 209 employees from diverse occupational settings who completed daily questionnaires over 12 consecutive working days. After a series of multilevel confirmatory factor analyses (MCFA) to establish multilevel construct validity, we constructed a 2–1-1–1 multilevel structural equation model (MSEM), incorporating all hypothesized paths. The data partially supported our hypotheses. At the employee level, it was found that a playful organizational climate did not directly predict engagement but indirectly through the behavioral enactment of playful work design. Furthermore, a playful climate did not transfer its effects through the satisfaction of the need for competence. This effect occurred only when PWD was also included as a mediator, underscoring the vital role of employees' concrete behavioral strategies in linking organizational climate to engagement. At the within-person level, it was observed that on days when employees infused their work with more playfulness and competition, they reported feeling more competent and engaged as a result.

"A substantial body of literature has examined the impact of both pay and work design characteristics on workplace outcomes and the quality of motivation but rarely have these predictors been compared. Given that the design of work is naturally related to the design of pay, we examined their relative contributions to explaining variance in work motivation, and, in turn, performance and well-being outcomes. Data from three field studies revealed that work design accounted for more variance in motivation, well-being, adaptive, and proactive performance than pay characteristics. Moreover, variable pay, once controlling for work design, had mostly small but negative relations with employee outcomes, which stands in contrast to previous research findings that have not controlled for work design. Not taking work design into account when studying the effects of pay and extrinsic rewards may lead to erroneous conclusions about how much weight to put on pay as a motivator and could misdirect organizations into putting too many resources into the design of complex compensation systems, instead of paying attention to the design of work."

This work is licensed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/).

"Objective The aim of this study was to evaluate factors within nine identified areas that influence why some older workers want to (or believe they can) work until age 65 years or beyond, whereas others leave the workforce earlier.Methods The questionnaire-based, cross-sectional study included 1792 respondents aged 55–64 years, employed in the healthcare sector in Sweden. Using logistic regression, we investigated the associations between statements within nine areas and two outcome measures: (i) whether the individual wanted to work until age 65 years or beyond and (ii) whether the individual believed they can work until age 65 years or beyond. Results Of the 1792 respondents, 54% stated that they “can” and 38% that they “want to” work until age 65 years or beyond. Three areas were significantly associated with both these outcomes: worker health, economic incentives, and retirement decisions by life partners or close friends. Mental and physical working environment, work pace and skills/competence were associated with the “can” outcome, whereas work as an important part of life, working time, and management attitude to older workers were associated with the “want to” outcome.Conclusion Although there were differences regarding the associations between six of the areas and the two outcomes (ie, “can” and “want to” go on working until age 65 years or beyond), three of the areas were important to both outcomes. Among those, it was interesting that life partner or close social environment gave higher odds ratios than for example health, physical work environment, or work satisfaction."