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This survey study among 111 teleworkers in a bank organization investigated the relationship between telework intensity and individual productivity, and whether this relationship was mediated by employees’ intrinsic motivation. Also the moderating role of office hours in the model’s associations was studied. Based on the Job Demands-Resources Model (Bakker & Demerouti, 2007) and the professional isolation literature (e.g., Golden, Vega, & Dino, 2008), we developed and tested a set of hypotheses. Partly in line with expectations, we found a direct curvilinear relationship between telework intensity and individual productivity, characterized by a slight, non-significant positive association at the low telework intensity end, and a significant negative association for the high telework intensity end. Strikingly, we neither found support for a mediating role of intrinsic motivation, nor for a moderation effect of the number of office hours in the relationship between telework intensity and intrinsic motivation. However, the direct relationship between telework intensity and individual productivity appeared to be moderated by the number of office hours. It was concluded that consequences for productivity are contingent on telework intensity, and that the number of office hours has an important impact on the consequences of different telework intensities. The study’s outcomes can inform management and HR practitioners to understand how to implement and appropriately make use of telework.

In recent years, only a small number of studies have touched upon the question of job satisfaction of communication managers. The European Communication Monitor studies (2007–2020) series, for example, continuously returns to the issue across Europe, with its 2018 edition stating that overall job satisfaction is slowly decreasing (compared to previous studies) and connects satisfaction to an individual's willingness to change their current job profile. Recent studies in Germany (Hoffjann, Köster, & Wieczorek, 2019) indicate that communication consultants, in particular, are discontent with their current work. In general, these studies relate job satisfaction to salaries, types of organization (e.g., corporates vs NGO), the position in the organizational hierarchy, stress and pressure in a working environment.

Younger generations (e.g., Millennials; Generations Y and Z) that have entered the business over the last 10 years are known for preferring purpose-driven job profiles that are related to fields like sustainability, corporate responsibility, health, education, etc. Does this attitude also make a difference when it comes to working in communication management? This chapter discusses the connection between a good cause and job satisfaction and the difference it makes when it comes to working in communication management over time. Unlike other studies, the focus in the chapter is on purpose-driven projects as a change in business routine to stay motivated.

Introduction – The most basic rule of job search is job search behaviour. Job search behaviour is defined as the effort of the individual, time spent on various activities in order to find a job. In the current competitive labour market – the modern employment environment, where many employees who may have a temporary employment status, where the use of outsourcing is common practice, or where there are those who are under-employed, there is great importance in adopting a robust job search behaviour for job seekers. However, employees may have other factors that affect their job search behaviour. In Trusty, Allen, and Fabian (2019), various motivational categories were put forward. These seven different categories range from wanting to avoid undesirable situations in the workplace to finding better job search methods.

Purpose – This article seeks to explain the data related to this research; it will focus on combining positive psychological capital with seven different sources of motivation, as categorised in Trusty et al. (2019).

Methodology – The method that will be used for this article will consist of a semi-structured interviews, which were used as a vehicle to gather qualitative research and for data collection. The interview questions were prepared using the seven different categories of motivation as detailed by Trusty et al. (2019) and related literature to determine the job search behaviour of the employees.

Findings – The findings will also include input from managers of human resources department employees, where job search behaviour was found to be high, indications suggest problems caused within the working environment, includes poor working relationships with colleagues and supervisors. Also the inability to optimise the skills of individuals and limited career progression opportunities are examples that effect job search behaviour and attitudes to work.

Purpose – The purpose of this research is discuss and analyze job satisfaction, work motivation and organizational commitment toward organizational citizenship behavior in BNI in the working area of Bank Indonesia Lhokseumawe. The performance of BNI is closely related to the performance of BNI employees. BNI employee performance is the result achieved in a given period based on monitoring in BNI Lhokseumawe.

Design/Methodology/Approach – the method of data analysis with measurement model analysis and structure model analysis are for analysis and quantitative descriptive explanatory survey study was to analyze the influence job satisfaction and work motivation on organization Commitment and work motivation and the organization’s commitment on organization citizenship behavior of an employee on PT. Bank BNI the Regional Bank Indonesia Lhokseumawe.

Finding – this research utilizes analysis was SEM (Structural equation modeling) using Amos, the method of data analysis with measurement model analysis and structure model analysis. The test results showed that simultaneous that the job satisfaction effect on the work motivation and then job satisfaction effect on the organizational commitment and work motivation has not effect on organization commitment and then work motivation and the organization commitment.

Research limitations/Implication – effect on organizational citizenship behavior on Bank BNI the Regional Bank Indonesia Lhokseumawe.

In this chapter the relationship between job design and older workers is considered. Starting from a conceptual definition of what the concept job and work design is, we consider theoretic approaches to the study of job design over the last decades, including recent frameworks, measurement, and research. We follow this with a specific focus on the topic of job design for older workers. We argue that the rules of “good job design” are not applicable to all workers, focusing specifically on the issues of age and career stage. We next show through a theoretical model and some empirical research that some job characteristics may be more suitable or beneficial for people in older age groups or later stages of their careers (e.g., Truxillo, Cadiz, Rineer, Zaniboni, & Fraccaroli, 2012). Empirical support for the role of age in job design is considered. We conclude by defining some avenues for future research, including the identification of additional factors that may determine how age and job characteristics affect worker behavior, attitudes, and well-being.

Work design has largely overlooked cognitive–emotional interactions in understanding employee motivation and satisfaction. My aim in this chapter is to develop a conceptual model that integrates what we know about these interactions from research on emotions and neuroscience with traditional and emergent work design perspectives. I propose that striving for universal goals influences how a person responds to the work characteristics, such that an event that is personally relevant or “self-referential” will elicit an emotional reaction that must be regulated for optimal performance, job satisfaction, and well-being. A Self-Referential Emotion Regulatory Model (SERM) of work design is presented.

Educational psychologists have, over the last half century or so, directed their attention to the study of student motivation. While teachers have not entirely been ignored, there has been little inquiry into teacher motivation that has been systematic and theory-driven. The concentration on students has tended to overlook the centrality of teacher motivations as integral to teachers’ goals, beliefs, perceptions, aspirations, and behaviours, and thereby to student motivations and learning. It is perhaps not surprising that those motivation researchers who have developed robust theories in relation to student learning in educational contexts would begin to turn their attention to teachers, to see whether those same theories might have explanatory power with regard to teacher motivations. Teacher self-efficacy research (e.g., Tschannen-Moran & Woolfolk Hoy, 2007; Woolfolk Hoy & Burke-Spero, 2005) has made important contributions to the study of teachers. Motivation researchers are now beginning to turn their attention to other aspects of the complex of motivational factors which demand greater attention and exploration. Robust theoretical frameworks already exist in the motivation literature, which can be applied to guide future research in this area. There has recently been a surge of interest, or what we have elsewhere described as a “Zeitgeist” (Watt & Richardson, 2008a) in applying well-developed theories in motivation research, to the domain of teaching.

The notion of virtue ethics emphasises individual character as the key element of ethical thinking, which may in turn affect individual actions. There is, however, a lack of attention to this aspect in mainstream theories and practices of motivation in organisations. To address this gap, this chapter focusses on theory of intrinsic and extrinsic motivation, and argues that it may be integrated with the conceptual framework of virtue ethics proposed by MacIntyre at the individual and organisational levels. A change in value-orientation may also enable a focus on good work instead of a narrow focus on monetary rewards. This chapter reviews literatures on motivation and MacIntyre’s framework, and develops a conceptual model to integrate virtue ethics with motivation. At the end, some avenues for future research are discussed.