Exploring the relative and combined influence of mastery‐approach goals and work intrinsic motivation on employee turnover intention

By Anders Dysvik, B. Kuvaas. 2010

186 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/36609384f471c1cc8166b23c38c0ffaf3137432b

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

An investigation of the unique, synergistic and balanced relationships between basic psychological needs and intrinsic motivation (2013, methodology): “This scale was originally created in Norwegian and has demonstrated sound psychometric properties (Dysvik & Kuvaas, 2010; Kuvaas, 2006a, 2006b, 2007, 2009; Kuvaas & Dysvik, 2009, 2010).”
Leadership coaching, leader role-efficacy, and trust in subordinates. A mixed methods study assessing leadership coaching as a leadership development tool (2014, background): “…their job was their managers' behavior, either their immediate supervisor or the general management in the company.1 Research has also demonstrated an association between the quality of the employee–organization relationship (EOR) and voluntary turnover (Dysvik & Kuvaas, 2010; Kuvaas, 2008).”
Achievement Goals, Reasons for Goal Pursuit, and Achievement Goal Complexes as Predictors of Beneficial Outcomes: Is the Influence of Goals Reducible to Reasons? (2017, unknown): “This illustrates that mastery goals and autonomous reasons are distinct motivational constructs, presumably having similar influences via different processes (Dysvik & Kuvaas, 2010).”
Empowering leadership, employee goal orientations and work performance (2014, methodology): “” The scale was used in a Norwegian setting (Dysvik and Kuvaas, 2010).”
To leave or not to leave: the effects of perceptions of organizational justice on employee turnover intention via employee-organization relationship and employee job engagement (2019, background): “Therefore, a great deal of scholarly and professional attention has been given to identify salient predictors of turnover intention (Dysvik & Kuvaas, 2010).”
High-performance work system and intention to leave: a mediation model (2014, background): “Several studies have reported a negative relationship between intrinsic motivation and turnover intention across different cultural settings (e.g. Dysvik and Kuvaas 2010; Richer, Blanchard and Vallerand 2002; Vansteenkiste et al. 2007).”
Examining the impact of abusive supervision on employees’ psychological wellbeing and turnover intention: The mediating role of intrinsic motivation (2020, background): “To sum up, researchers (Dysvik & Kuvaas, 2010) revealed that there is a negative relation between employees’ turnover intention and intrinsic motivation.”
A literature review on motivation (2013, background): “Similarly Dysvik and Kuvaas (2010) concluded that intrinsic motivation was the strongest predictor of turnover intention and relationship between mastery-approach goals and turnover intention was only positive for employees, low in intrinsic motivation.”
A moderated mediation model of job stress, job satisfaction, and turnover intention for airport security screeners (2017, background): “Dysvik and Kuvaas (2010) found that the effect sizes for antecedents of turnover, such as job satisfaction and work stress, vary considerably depending on the situation and population, and suggest that an employee’s work motivation is an important additional factor in turnover.”
The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, background): “…the link between the different forms of motivation and a variety of outcomes in organizational settings including satisfaction (e.g., Bono & Judge, 2003; Lam & Gurland, 2008; Richer, Blanchard, & Vallerand, 2002) and turnover intentions (e.g., Dysvik & Kuvaas, 2008, 2010; Kuvaas & Dysvik, 2010).”
Do intrinsic and extrinsic motivation relate differently to employee outcomes (2017, background): “…intrinsic motivation has a positive association with affective commitment (Kuvaas, 2006) and negative associations with both turnover intention (Dysvik & Kuvaas, 2010) and burnout (Fernet, Guay, & Senécal, 2004), we do not yet know whether such relationships change when both types of…”
Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support (2013, methodology): “Turnover intention was assessed by five items used in Norwegian settings by Dysvik and Kuvaas (2010).”