Autonomy in the Workplace: An Essential Ingredient to Employee Engagement and Well-Being in Every Culture

By Marylène Gagné, Devasheesh P. Bhave. 2011

112 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/730de449529a7bf7a2046a5fe05cf60e79eee6a5

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Citations in the corpus

Socioeconomic Status, Income Inequality, and Health Complaints: A Basic Psychological Needs Perspective (2014, background): “On the contrary, need-facilitating workplace environments enhance motivation by fostering stronger organizational commitment and employee engagement (Gagné and Bhave 2011).”
From Strategy to Action: Transforming Organizational Goals into Organizational Behavior (2018, unknown): “Monitoring and surveillance (including electronic monitoring), for example, have been shown to make people feel less autonomous (Enzle and Anderson 1993; Gagné and Bhave 2011).”
The influence of future time perspective on work engagement and job performance: the role of job crafting (2017, unknown): “Globalization, increased competition, and the transition to a service-based economy have resulted in uncertainty in organizations (Gagné & Bhave, 2011).”
Does job crafting always lead to employee well-being and performance? Meta-analytical evidence on the moderating role of societal culture (2020, methodology): “By this, we advance the understanding of contextual moderators of job design research, following the calls by Gagn e and Bhave (2011) and Johns (2006, 2010).”
An investigation of the unique, synergistic and balanced relationships between basic psychological needs and intrinsic motivation (2013, background): “The need for autonomy is actually alluded to in many other psychological theories (Gagné & Bhave, 2011), particularly one which emphasizes the experience of oneself as the locus of causality for one’s own behaviors (deCharms, 1968).”
A theoretical model of the antecedents and outcomes of employee engagement (2014, background): “Finally, when employees are encouraged to participate in decision-making, they tend to be more engaged, invest more effort in their work, and feel less strain (Gagné & Bhave, 2011).”