The effects of work motivation on employee exhaustion and commitment: An extension of the JD-R model

By Claude Fernet, Stéphanie Austin, Robert J. Vallerand. 2012

239 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/ed323c5e96356710958648789c21be1ee3780c66

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

The Relationship of Coworker Incivility to Job Performance and the Moderating Role of Self-Efficacy and Compassion at Work: The Job Demands-Resources (JD-R) Approach (2017, background): “In fact, there is a growing interest in the notion of personal resources including self-efficacy, optimism, and self-esteem (Fernet et al. 2012; Karatepe and Olugbade 2009; Xanthopoulou et al. 2007).”
Positive psychological capital and emotional labor in Korea: the job demands-resources approach (2016, background): “The experience of mutual understanding, affirmation, relational satisfaction and positive expectations on the job and in the overall work environment can heighten the sense of self-efficacy, competence and strength (Cohen, Steele, & Ross, 1999; Fernet et al., 2012), thus creating reservoirs of psych”
A resources perspective on when and how proactive work behaviour leads to employee withdrawal (2019, background): “(2017): As working under great internal or external pressure consumes resources (Fernet et al., 2012), individualswhoexperience highly controlledmotivation atwork are generally more depleted.”
Basic psychological needs and work motivation: A longitudinal test of directionality (2018, background): “Finally, controlled motivation has also been related to negative outcomes, for instance, in terms of exhaustion (Fernet et al. 2012), and psychological distress and complaints (Trépanier et al.”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “Of the two pathways, the motivational pathway has gained wider attention in recent years due to its capacity to increase employees ’ intrinsic and extrinsic motivation, in this case, in the form of work engagement (Fernet, Austin, and Vallerand 2012) that is able to increase job performance.”
On the psychological and motivational processes linking job characteristics to employee functioning: Insights from self-determination theory (2015, background): “More recently, Fernet et al. (2012) found that job resources positively predicted autonomous motivation and negatively predicted controlled motivation over time.”
Transformational leadership and optimal functioning at work: On the mediating role of employees' perceived job characteristics and motivation (2015, background): “C. Fernet et al.12”