Work motivation theory and research at the dawn of the twenty-first century.

By Gary P. Latham, C. Pinder. Annual Review of Psychology, 2005

1,416 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/a16970105d45ce51d50e1413ede1bf80afea13d8

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Citations in the corpus

Team–Member Exchange and Work Engagement: Does Personality Make a Difference? (2013, background): “First, we found significant joint effects of TMX and employee personality in predicting subsequent work engagement in 3 months, which supports the notion that both employees’ dispositions and work environmental factors matter for fostering work motivation, including engagement (Christian et al. 2011”
The development and validation of the Workplace Ostracism Scale. (2008, background): “…behavior and OCB differ in terms of their role definitions, both forms of behavior require individuals to regulate themselves in order to maintain the persistence and effort needed to perform tasks and/or maintain the image of good organizational citizens (Bolino, 1999; Latham & Pinder, 2005).”
Effectiveness of Distal and Proximal Goals as Transfer-of-Training Interventions: A Field Experiment. (2005, background): “Self-efficacy is task-specific; there is no standardized scale that can be used for all studies (Latham and Pinder, 2005).”
A Review of Self-Determination Theory’s Basic Psychological Needs at Work (2016, background): “Given its important role, a good deal of research has focused on the type and extent of motivation employees experience (e.g., Diefendorff & Chandler, 2011; Latham & Pinder, 2005).”
Work Motivation: Directing, Energizing, and Maintaining Effort (and Research) (2012, background): “Our chapter is not designed to be exhaustive; comprehensive reviews of work motivation theory and research are available in other outlets (e.g., Ambrose & Kulik, 1999; Diefendor & Chandler, 2010; Kanfer, Chen, & Pritchard, 2008; Latham & Pinder, 2005; Mitchell & Daniels, 2003).”
Managing Joint Production Motivation: The Role of Goal Framing and Governance Mechanisms (2011, background): “This also holds for the literature on transformational leadership and goal setting (Latham & Pinder, 2005).”
Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation (2008, background): “Employees who actively shape their jobs thereby increase their fit to the job, which benefits both the individual and the organization (Latham & Pinder, 2005).”
The nascent entrepreneurship hub: goals, entrepreneurial self-efficacy and start-up outcomes (2012, background): “Behavior is powerfully influenced by both goals and by the perceived confidence in being able to take action (i.e., self-efficacy) (Locke 1991; Latham and Pinder 2005a, b). Previous research from the goal setting perspective has found that specific, challenging (difficult) goals led to higher outp”
Participative Decision Making in Schools: A Mediating-Moderating Analytical Framework for Understanding School and Teacher Outcomes (2010, background): “This theory holds that the effects of PDM cannot be studied without a broader view embracing contingent factors of the overall situation (e.g., Latham & Pinder, 2005).”
The Neglected Ethical and Spiritual Motivations in the Workplace (2015, background): “In 2005, in the first Annual Review of Psychology chapter since 1977 devoted exclusively to work motivation, the conclusion was that the three most important approaches to work motivation to appear in the last 30 years are goal-setting, social cognitive, and organizational justice theories (Latham a”
Elucidating the Positive Side of the Work-Family Interface on International Assignments: A Model of Expatriate Work and Family Performance (2010, positive): “A recent review maintains that evidence for the importance of affect is increasing (Latham & Pinder, 2005).”
Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “, 2007), have been applied to investigate a variety of organizationally relevant attitudes and behaviours (Cohen-Charash and Spector, 2001; Colquitt et al., 2001; Latham and Pinder, 2005).”
Relationships between counterproductive work behavior, perceived justice and climate, occupational status, and leader-member exchange (2014, background): “…Podsakoff, MacKenzie, Paine, & Bachrach, 2000; Rotundo & Sackett, 2002), overall high job motivation and satisfaction (Hubbell & ChoryAssad, 2005; Latham & Pinder, 2005), trust, commitment, and productivity (Karriker & Williams, 2009), and loyalty and readiness to accept organizational…”