The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory

By Marylène Gagné. 2015

334 citations recorded by the source corpus.

Subfields: Communication, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/63b9f3d8ff8ba619ebd36c4c7b412a9df0543fbb

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In Management of Technology and Innovation

Citations in the corpus

Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “According to SDT, employees are more likely to experience autonomous regulation when their basic psychological needs for competence, autonomy and relatedness are met by the organization (e.g. Gagné, 2014; Gagné and Deci, 2005).”
Motivation profiles at work: A self-determination theory approach (2016, background): “While there is ongoing debate concerning the presence of this continuum beyond a mere heuristic tool (Chemolli & Gagné, 2014), this research will examine whether the pattern of regulations expected from this continuum hypothesis is present in employee profiles.”
The role of prosocial and proactive safety behaviors in predicting safety performance (2015, background): “Research focusing on human resource management, work design and work performance, have highlighted ways in which these two classes of behavior may be promoted (Gagné & Panaccio, 2014; Parker, 2014; Strauss & Parker, 2014).”
Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort (2016, background): “Though previous research has never tested relations between incentives and work effort, it has found positive relations between autonomous work motivation and work effort, and no relation with controlled motivation (Gagné 2014).”
Frontline employees’ passion and emotional exhaustion: The mediating role of emotional labor strategies (2019, background): “According to Cossette (2014) and Sisley and Smollan (2012), considering these different motivations (either autonomous or controlled motivation) helps to understand why employees adopt different EL strategies.”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “…behaviors, and task performance (Forest et al., 2011; Ho et al., 2011; Ho et al., 2018); whereas, obsessive work passion can inflate several negative behaviors, such as depression, decreased psychological wellbeing, and reduced cognitive attention (Vallerand et al., 2003; Vallerand et al., 2014).”
Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour (2015, background): “First, satisfying the need for autonomy makes individuals more likely to engage in self-directed and selfstarted behaviours (Strauss & Parker, 2013).”