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    Motivation profiles at work: A self-determination theory approach

    268071.pdf (644.0Kb)
    Access Status
    Open access
    Authors
    Howard, J.
    Gagné, Marylène
    Morin, A.
    Van den Broeck, A.
    Date
    2016
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Howard, J. and Gagné, M. and Morin, A. and Van den Broeck, A. 2016. Motivation profiles at work: A self-determination theory approach. Journal of Vocational Behavior. 95-96: pp. 74-89.
    Source Title
    Journal of Vocational Behavior
    DOI
    10.1016/j.jvb.2016.07.004
    ISSN
    0001-8791
    School
    Future of Work Institute
    URI
    http://hdl.handle.net/20.500.11937/69508
    Collection
    • Curtin Research Publications
    Abstract

    Self-determination theory proposes that individuals experience distinct types of motivation to varying degrees. While it is well documented that these types of motivation differentially predict outcomes, very little attention has been paid to how they interact within individuals. The current study addresses the simultaneous occurrence of multiple motivation types within individual workers by adopting a person-centered approach on two samples of employees from different countries (n = 723 & 286). Four very similar motivation profiles were found across samples, representing balanced motivation, amotivated, autonomously regulated and highly motivated employees. In Sample 1, governmental employees presented a greater likelihood of membership in the least desirable amotivated profile. In Sample 2, autonomously and highly motivated profiles showed superior work performance and higher levels of wellbeing, while the amotivated profile fared the worst. The presence of external regulation in a profile appears unimportant when combined with autonomous forms of motivation, and detrimental to outcomes in the absence of autonomous forms of motivation. These results support the hypothesis that autonomous forms of motivation are far more important in promoting positive workplace outcomes than more controlling forms.

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