Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance

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The Destructiveness of Laissez-Faire Leadership Behavior (2015, methodology): “For Study 2, we measured self-reported work effort (α = .89) with a five- item scale (Dysvik & Kuvaas, 2011) that included items such as, “I try to work as hard as possible,” and, “I usually don’t hesitate to put in extra effort when it is needed.””
The dualistic model of passion for work: Discriminate and predictive validity with work engagement and workaholism (2015, methodology): “To measure in-role performance, we asked supervisors to complete a 10-item scale adapted from Dysvik and Kuvaas (2011), and used by Kuvaas et al. (2012; α=.95).”
Self-Efficacy and Psychological Ownership Mediate the Effects of Empowering Leadership on Both Good and Bad Employee Behaviors (2017, background): “Empowering leadership theory emphasizes the role of autonomy support, which is an important factor in generating intrinsic motivation, thereby predicting job performance (Dysvik & Kuvaas, 2011; Morgeson, Delaney-Klinger, & Hemingway, 2005).”
Job autonomy and psychological well-being: A linear or a non-linear association? (2021, background): “…that may contribute to achieving and sustaining outcomes that are relevant in terms of work performance, worker well-being and work-life sustainability (Clausen & Borg, 2010; Clausen et al., 2014a; Dysvik & Kuvaas, 2011; Knardahl et al., 2017; Madsen et al., 2017; Theorell et al., 2015, 2016).”