The Relationship between Perceived Training Opportunities, Work Motivation and Employee Outcomes

By Anders Dysvik, B. Kuvaas. 2008

263 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b135b5dcd39cb535ce5dff2bd2084f1d146dc337

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

How Can Stressed Employees Deliver Better Customer Service? The Underlying Self-Regulation Depletion Mechanism (2012, unknown): “Four items adapted from prior literature assessed intrinsic job motivation (Dysvik and Kuvaas 2008; Hackman and Lawler 1971).”
Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort (2016, methodology): “Autonomous motivation (a = .92) was assessed by six items previously used by Kuvaas (2006) and developed further by Dysvik and Kuvaas (2008) that represent both intrinsic motivation (e.g., ‘‘My job is so interesting that it is a motivation in itself’’) and identified regulation (e.g., ‘‘My job is…”
The relationship between perceived training and development and employee retention: the mediating role of work attitudes (2018, background): “These variables are controlled for because studies that examine employee retention or perceived HR practices have demonstrated that they are associated with such intentions and perceptions (e.g. Dysvik and Kuvaas, 2008; Koster et al, 2011).”
Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices (2014, background): “This should create a felt obligation to reciprocate by way of greater affective commitment and lower turnover intention (e.g., Dysvik and Kuvaas, 2008; Kuvaas, 2008) and probable turnover (Kraimer et al., 2011).”
A model of knowledge‐sharing motivation (2009, unknown): “The simple fact of having training opportunities influences task performance, organizational citizenship behavior, and turnover intentions, which can be explained through increased intrinsic motivation (Dysvik & Kuvaas, 2008).”
The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, background): “Employee perceptions of HRD are increasingly recognized as being vital to understanding how learning and development relates to individual, team, and organizational effectiveness (Dysvik and Kuvaas 2008 ; Kraiger and Ford 2007 ).”
Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance (2011, unknown): “Intrinsic motivation was assessed by six items previously validated by Dysvik and Kuvaas (2008). Work performance was assessed by ten items that are supposed to capture both how much effort employees put in their jobs and the quality of the output.”
The role of supervisor autonomy support, organizational support, and autonomous and controlled motivation in predicting employees' satisfaction and turnover intentions (2013, methodology): “SDT posits that autonomous motivation reflects the highest quality of regulation and some organizational studies have shown that it is associated to positive outcomes such as organizational citizenship behaviours, affective and normative commitment, satisfaction, and performance (eg, Dysvik & Kuvaas”