Finding Workable Levers Over Work Motivation

2007

255 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/1f28abd42221184b1338299799aff30d808a62dd

Citations in the corpus

• The relationship between extrinsic motivation, job satisfaction and life satisfaction amongst employees in a public organisation (2014, unknown): “1166http://www.sajip.co.za Vermeulen, 2003; Moynihan & Pandey, 2007; Thompson 2003) also found positive connections between extrinsic motivation and job satisfaction.”
• The Role of Work Motivation and Work Environment in Improving Job Satisfaction (2021, unknown): “(Moynihan & Pandey, 2014) explained that emotional attachment and employee loyalty are the most critical factors in work motivation.”
• Satisfaction With Work-Life Benefits and Organizational Commitment/Job Involvement (2013, unknown): “Respondent characteristics are included because they are presumed to have an effect on commitment and job involvement (Moynihan & Pandey, 2007).”
• Does Public Service Motivation Mediate the Relationship between Goal Clarity and both Organizational Commitment and Extra-Role Behaviours? (2016, unknown): “Two such factors that have been often studied empirically in agencies are goal clarity (e.g., Moynihan and Pandey 2007b) and public service motivation (hereafter PSM; e.g., Kim 2012b).”
• Key influences on special education teachers’ intentions to leave (2017, unknown): “Glisson and Durick (1988) maintained that studies should include both satisfaction and commitment as dependent or mediating variables (see, e.g., Moynihan and Pandey, 2007).”
• The Impact of Career Mentoring and Psychosocial Mentoring on Affective Organizational Commitment, Job Involvement, and Turnover Intention (2013, unknown): “In two recent public sector studies, organizational characteristics consistent with formal and informal mentoring programs, including training opportunities, advancement opportunities, and a sense of inclusion, demonstrated positive relationships with AOC (Lee & Kim, 2011; Moynihan & Pandey, 2007).”
• The centrality of communication norm alignment, role clarity, and trust in global project teams (2016, unknown): “Organizational research has demonstrated that role clarity positively impacts both performance (Bolino and Turnley, 2005; Podsakoff et al., 2000; Salamon and Deutsch, 2006) and satisfaction (Martins et al., 2004; Moynihan and Pandy, 2007).”
• Does Public Service Motivation Always Lead to Organizational Commitment? Examining the Moderating Roles of Intrinsic Motivation and Ethical Leadership (2017, unknown): “Indeed, it has been indicated that prosocially motivated individuals do not necessarily derive enjoyment from public service because some public service jobs could be inherently boring or even unpleasant (e.g., Gould-Williams & Esteve, 2015; Moynihan & Pandey, 2007).”