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We examine how input- (vs. output-) based performance evaluation and incentive intensity impact employees’ autonomous motivation, thereby influence their proactive work behaviors.

We collected survey responses from 309 employees of different firms. Multi-group Structural Equation Modeling analyses were used to analyze the data.

Input-based evaluation had a positive effect on autonomous motivation and proactive work behaviors when task uncertainty was high, but a negative effect when it was low. Autonomous motivation had a positive effect on proactive work behaviors.

Our results on the moderating effect of task uncertainty provide insights into inconsistencies in earlier studies. Moreover, applying self-determination theory of motivation to incentive research can provide some insights into why sometimes, incentives can negatively affect performance.

The study of proactive work behaviors is important because despite their necessity in the fast-changing business environment, they are relatively unexplored in the incentive literature. Proactivity is especially important for tasks that are high in uncertainty because the exact tasks to achieve those goals are hard to specify.

We investigate the effect of performance management system on proactive work behaviors, mediated by autonomous motivation and moderated by task uncertainty.

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

Intrinsic motivation occurs due to positive reactions that arise directly from engagement in work activities. Scholars have asserted that intrinsic motivation plays an important role in organizational phenomena such as creativity (George, 2007), leadership (Piccolo & Colquitt, 2006), and performance (Gagné & Deci, 2005). We review the research literature on intrinsic motivation and provide an overview and integration of the leading theories. We then develop a conceptual model in which positive affect serves as a primary cause of intrinsic motivation. We discuss how affect alone may induce intrinsic motivation, how affect may lead to nonconscious experiences of intrinsic motivation, and how affect and cognitions may work in concert to produce the strongest and most persistent intrinsic motivation experiences. We conclude by suggesting new avenues for research that might be pursued using this cognitive–affective model of intrinsic motivation.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

Health-care professionals undergo numerous training programs each year in order to fulfill licensure requirements and organizational obligations. However, evidence suggests that a substantial amount of what is taught during training is never learned or transferred back to routine work. A major contributor to this issue is low training motivation. Prior conceptual models on training transfer in the organizational sciences literature consider this deficit, yet do not account for the unique conditions of the hospital setting. This chapter seeks to close this gap by adapting conceptual models of training transfer to this setting that are grounded in organizational science. Based on theory and supplemented by semistructured key informant interviews (i.e., organizational leaders and program directors), we introduce an applied model of training motivation to facilitate training transfer in the hospital setting. In this model, training needs analysis is positioned as a key antecedent to ensure support for training, relevant content, and perceived utility of training. We posit that these factors, along with training design and logistics, enhance training motivation in hospital environments. Further, we suggest that training motivation subsequently impacts learning and transfer, with elements of the work environment also serving as moderators of the learning-transfer relationship. Factors such as external support for training content (e.g., from accrediting bodies) and allocation of time for training are emphasized as facilitators. The proposed model suggests there are factors unique to the hospital work setting that impact training motivation and transfer that should be considered when developing and implementing training initiatives in this setting.

This study aims to understand the extent to which scholarly networks are connected both in person and through information and communication technologies, and in particular, how distance, disciplines, and motivations for participating in these networks interplay with the clusters they form. The focal point for our analysis is the Graphics, Animation and New Media Network of Centres of Excellence (GRAND NCE), a Canadian scholarly network in which scholars collaborate across disciplinary, institutional, and geographical boundaries in one or multiple projects with the aid of information and communication technologies. To understand the complexity in such networks, we first identified scholars’ clusters within the work, want-to-meet, and help networks of GRAND and examined the correlation between these clusters as well as with disciplines and geographic locations. We then identified three types of motivation that drove scholars to join GRAND: practical issues, novelty-exploration, and networking. Our findings indicate that (1) scholars’ interests in the networking opportunities provided by GRAND may not easily translate into actual interactions. Although scholars express interests in boundary-spanning collaborations, these mostly occur within the same discipline and geographic area. (2) Some motivations are reflected in the structural characteristics of the clusters we identify, while others are irrelevant to the establishment of collaborative ties. We argue that institutional intervention may be used to enhance geographically dispersed, multidisciplinary collaboration.

Neuroscience research on human motivation in the workplace is still in its infancy. There is a large industrial and organizational (IO) psychology literature containing numerous theories of motivation, relating to prosocial and productive, and, less so, “darker” antisocial and counter-productive, behaviors. However, the development of a viable over-arching theoretical framework has proved elusive. In this chapter, we argue that basic neuropsychological systems related to approach, avoidance, and their conflict, may provide such a framework, one which we discuss in terms of the Reinforcement Sensitivity Theory (RST) of personality. We argue that workplace behaviors may be understood by reference to the motivational types that are formed from the combination of basic approach, avoidance, and conflict-related personalities. We offer suggestions for future research to explore workplace behaviors in terms of the wider literature on the neuroscience of motivation.

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.