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The purpose of this study is to investigate conditions that facilitate shop-floor operators to fulfil their needs to carry out job roles and whether the need fulfilment affects their job performance in lean-implemented textile and apparel firms in Sri Lanka.

The data were collected from 922 shop-floor employees and their immediate supervisors. Statistical methods were used for the data analysis.

The results of the analysis imply the importance of managerial autonomy support and need fulfilment for enhanced job performance; the duration of lean production in operation moderates job performance in such a way that the longer the duration, the higher will be job performance.

It could be expected that academics and practitioners alike are motivated by a desire to clearly apprehend work systems in lean-implemented textile and apparel firms.

The study aims to analyze the influence of managerial support, autonomy and reward perception on the innovative behavior of university professors.

Quantitative methodology based on partial least squares structural equation modeling. The sample obtained totaled 208 responses from professors at three public universities in the State of Sao Paulo, Brazil.

The results indicate that managerial support is a fundamental factor for developing an organizational environment that is more conducive to innovative behavior and corporate entrepreneurship. However, in educational institutions with a more focused entrepreneurial ecosystem, it was discovered that reward perception is not a fundamental factor for the innovative behavior of university professors.

From a practical perspective, academic institutions interested in stimulating corporate entrepreneurship should create opportunities for collaboration among professors to solve problems, encourage professors to expose their work beyond the university environment and improve the main indicators of management support and autonomy presented in this research.

The study presents indicators and implications, which are of particular interest for university managers and public policy writers.

The study is demonstrably original. Through its unique analysis of the innovative behavior of university professors and the connections between variables in the university environment and its use of a robust modeling method in an emerging-economy context, the study furthers existing research by helping to understand why some firms are better than others at corporate entrepreneurship.

The purpose of this paper is to investigate the relationships between transformational leadership (TL), autonomy support management behaviors and employees’ psychological health.

A total of 512 Canadian workers assessed their immediate supervisor’s level of TL and autonomy support management behaviors. Participants also assessed their own psychological health through measures of psychological well-being and burnout at work.

Results from structural equation modeling indicate that TL is related to employee psychological well-being and burnout. This effect is fully mediated by more specific autonomy support and psychological control management behaviors. These results suggest that autonomy support and psychological control management behaviors may have a more proximal effect on employees’ psychological health than TL does. Also, managers’ leadership and behaviors appear to better predict employees’ psychological well-being at work than employee burnout.

Managers with a TL style employ more autonomy support and fewer psychological control behaviors, which makes employees happier and less burned out. Based on these results, leadership training programs would gain to focus on the development of more specific management behaviors among leaders, such as autonomy support, to enhance employees’ psychological health, especially their well-being.

This research expands understanding of the relationship between TL and the psychological health of employees by shedding light on the mediating role of autonomy support management behaviors in this relationship.

Job satisfaction is indispensable in the daily life of the workforce, and the mechanism that drives job satisfaction requires the attention of the management of corporate organisations. The purpose of this paper is to investigate the predictors of work environment on job satisfaction among nurses in both federal and state tertiary hospitals in Lagos State.

The study used the longitudinal research design to elicit information from the respondents. The research instrument used is a nursing work index scale by Aiken and Patrician which has been established to have a high internal reliability coefficient. The simple random sampling strategy was used to administer the research instrument to 364 nurses. The study used hierarchical multiple regression to analyse the data obtained.

This study discovered that all the variables collectively determined nurses job satisfaction; however, the salary was the most fundamental essential predictor that drive nurses’ job satisfaction followed by advancement and promotion. All seven predictors, namely, socio-political climate; administrative and managerial support, autonomy and responsibility, salary, supervision and working condition, recognition and achievement, advancement and promotion, collectively exert positive relationship with nurses’ job satisfaction. The study concluded that to retain and prevent turnover intention among nurses, and other health-care workers, the management of hospitals must pay due attention to issues relating to job satisfaction, as this is likely to increase health-care system effectiveness, boost mental and social health of the nurses.

This study shows that job satisfaction in the workplace comes from diverse techniques, as other factors have been proven effective other than salary in international cultures and regions, but in Nigeria, salary and career promotion take pre-eminence above other factors. This is because of Nigerian socio-cultural realities and that is another paradigm shift.

The purpose of this study was to test the relationship between intrinsic motivation and work performance among individuals from a broad cross‐section of job types among public employees with the objectives of contributing to self‐determination theory and assisting public management practice and research.

Respondents were drawn from three municipalities located in Norway. A questionnaire was distributed to 2,015 employees through a web‐based tool (Questback), which resulted in complete data from 779 workers, representing a response rate of approximately 39 per cent.

The findings suggest that the relationships between job autonomy and work performance and task interdependence and work performance are partly mediated by intrinsic motivation, while the relationship between supervisor support for autonomy, competence, and development and work performance is fully mediated by intrinsic motivation.

The two most important limitations, which are discussed in more detail at the end of the paper, are the cross‐sectional nature of the study and the reliance on self‐reported questionnaire data.

The results support self‐determination theory and suggest that public and private sector managers should pay more attention to autonomy‐supportive work environments.

First, a recent review of self‐determination theory casts doubt on the performance implications of intrinsic motivation for less complex or interesting tasks. Thus, in order to increase our knowledge of the quality of self‐determination theory as a work motivation theory, empirical research that spans a broad cross‐section of jobs and functions in organisations is needed. Second, and despite the importance of motivation among public employees in an era of transformation to a more business‐oriented approach, there is little empirical research on public sector employee motivation.

From a workplace learning perspective, the purpose of this paper is to explore the relationship between conditions for learning and stressful work and, to analyse the learning conditions that support the management of stressful work. The model of effort-reward imbalance (ERI) is adopted as an indicator of stressful work by measuring the relationship between Effort and Rewards in work.

The material consists of questionnaire data from 4,420 employees in ten public and private organisations in Sweden.

The results provide evidence that suggests that some workplace conditions known to enable learning also indicates a comparatively better chance for employees to manage stressful work. An innovative practice reduces the feelings of effort, whereas managerial support and knowledge sharing serve as rewards contributing to appreciation, while competence and career development create rewards in the form of opportunities for progression.

Workplaces in which there are enabling learning conditions can provide employees with ample resources for managing stressful work.

This paper explores the complex relationship between workplace learning conditions and the ERI model seen from a workplace learning perspective which has received relatively sparse attention in the literature.

Job demands can contribute to nurses’ turnover intention and this can have an impact on health services among the general population. It appears important to identify the work environment factors associated with turnover intention, as well as the psychological resources liable to act on this relationship. Drawing on self-determination theory (SDT), the purpose of this study (n=1179) is to investigate the relationship between two job demands (role ambiguity and role conflict) and turnover intention, as well as the moderating role of basic need satisfaction (autonomy, competence and relatedness) within these relationships.

This cross-sectional study was conducted among nurses (Québec, Canada). Nurses completed an online questionnaire. To test the proposed moderating effect of satisfaction of the three psychological needs (i.e. autonomy, competence and relatedness) in the relationship between job demands (i.e. role ambiguity and role conflict) and turnover intention, path analysis was conducted using Mplus v.8 (Muthén and Muthen, 2017). Two models, one for each demand, were tested.

As expected, role ambiguity and role conflict are positively related to turnover intention. Results reveal a significant interaction between role ambiguity and satisfaction of the need for autonomy in the prediction of turnover intention. The satisfaction of the need for competence and the satisfaction of the need for relatedness did not moderate the relationship between role ambiguity and turnover intention. Satisfaction of the need for autonomy moderated the relationship between role conflict and turnover intention. Moreover, results revealed a significant interaction between role conflict and satisfaction of the need for competence in the prediction of turnover intention. Satisfaction of the need for relatedness did not moderate the relationship between role conflict and turnover intention.

The results align with the theoretical propositions of several leading theories in occupational health which state that workers’ psychological functioning derives not only from the job characteristics of their work environment, but also from the psychological resources at their disposal. The study contributes to SDT. First, to date, this is the first study to investigate basic psychological need satisfaction as a moderator in the relationship between contextual factors and workers’ functioning. Second, the findings revealed the importance of assessing psychological needs separately, as each contributes in a specific way to workers’ work-related attitudes and adaptation to their professional environment.

Perceptions of autonomy and competence act as key psychological resources for nurses. Managerial support for autonomy (e.g. providing nurses with meaningful information regarding their work) and competence (e.g. providing nurses with frequent positive feedback regarding their work efforts) constitutes a series of key management practices that can foster perceptions of autonomy and competence. The findings show that two role stressors predict nurses’ turnover intention. As such, health care establishments are encouraged to focus on interventions that reduce uncertainties and conflicting situations from nurses (provide clear job descriptions and effective communication).

By promoting a sense of effectiveness and feelings of self-endorsement at work, health care establishments can reduce nurses’ turnover intention and help prevent staffing shortages among this important work group.

Although past research shows that workers’ motivational profile can modulate the relationship between characteristics within the work environment and workers’ functioning, studying the quality of work motivation is not sufficient to completely understand the factors that can influence workers’ reactions to job demands. Need satisfaction is crucial to the development and maintenance of high quality motivation. Evaluating need satisfaction as a moderator in the stressor–strain relationship could offer a better understanding of the psychological experiences that can promote workers’ adaptation to their work environment. To date, no study has investigated the buffering role of psychological needs in the stressor–strain relationship.

Over the last decades, the accounting and control literature has featured much studying of and debate about the role and designing of incentives. Over the last year or so, the debate over incentives and bonuses has become a much more public one, as illustrated by the current public furor over bankers' bonuses and frequent calls to limit them and/or tax them more heavily. The public nature of the debate is new, but the emotional intensity is not; an intense emotionality has often characterized discussions of these subjects in print, as recently illustrated by a controversy between supporters and opponents of goal setting published in Academy of Management Perspectives.

This chapter tries to structure the debate by defining – and clarifying the interactions between – key components of the debate. I then review some – by no means all – of the evidence available in three streams of research: goal setting, self-determination theory, and economics. A surprisingly large number of commonalities emerge from this review. I then revisit in light of this review two accountability models I had introduced at a previous conference as well a forthcoming field study of the sophisticated approach developed by a successful multinational corporation.

Describes an exploratory investigation conducted to examine factors affecting the initial and sustained transfer of interpersonal skills training to the workplace. Demonstrates the ongoing role of trainee motivation in the immediate and longer term transfer of learned skills to work. Suggests that initial transfer of skills is an important prerequisite of subsequent skill application in the workplace. Concludes that factors which promote initial transfer of training, such as the perceived relevance/usefulness of the course, appear to have an indirect effect on later use of trained skills. Also concludes that, in the long term, individuals with more autonomy in their jobs are more likely to apply learned skills, perhaps because they are more able to create opportunities for using trained skills at work. This may be especially true for those with high levels of motivation. Discusses the implications of these findings both for individuals learning new skills, and for organizations optimizing the utility of their training provision.

The purpose of this study is to investigate the relationship between corporate entrepreneurship and employee engagement. Corporate entrepreneurship is one of the widely researched areas recently, as is employee engagement. Studies combining the two constructs, on the other hand, are generally scarce. Developing on this gap and based on existing literature, the basic purpose this study pursued was to explore the relationship between corporate entrepreneurship and employee engagement using the corporate entrepreneurship assessment instrument (CEAI) and Utrecht Work Engagement Scale (UWES).

Within the tenets of the pragmatic approach, this study followed a descriptive survey design in a cross-sectional time. To capture primary data structured questionnaire was constructed based on the CEAI developed by Hornsby et al. (2002) for assessing the corporate entrepreneurial atmosphere and UWES (Schaufeli et al., 2002) to assess employee engagement. The sample constitutes 332 respondents taken from six leather footwear companies in Addis Ababa, Ethiopia. The social exchange theory (SET) was used to describe the hypothesised relationships.

The findings of the current study reinforced the proposition by Saks (2006) that the SET can provide a meaningful theoretical basis for understanding and studying employee engagement. Accordingly, this study showed that the relationship between the organisation and its employees can be viewed as a mutually beneficial arrangement in a reciprocal exchange. Furthermore, it was shown that the five-factor model of the CEAI can be used to predict employee engagement and that a significant amount of the deviation in the engagement dimensions can be explained by the corporate entrepreneurial variables. Finally, it was indicated that different variables in the CEAI predict different engagement dimensions in the UWES.

This study does not group the data based on demographic factors. Likewise, future studies can explore the effect of the CEAI on the dimensions of employee engagement, while considering different demographic groups like salary ranges, age groups, gender, experience, work position. Furthermore, the current study applies cross-sectional data; future studies might consider longitudinal data for better results.

The study findings suggest that it is important that practicing managers view the relationship between the organisation and employees as a two-way relationship guided by reciprocal exchange in which case when firm-specific entrepreneurial atmosphere is conducive, employees would respond by engaging themselves innovatively. Also, managers should know which CEAI variables affect which engagement dimensions for better outcomes.

Although there are scattered studies in corporate entrepreneurship and employee engagement separately, there is no attempt so far to relate the two concepts. Therefore, this study stood as a first attempt to relate the two constructs.