Affective states in job characteristics theory

By R. Saavedra, S. Kwun. 2000

214 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/fe64025c02ecc20614895515c42f6cd706763f05

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In Clinical Psychology

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

7 Emotion in Organizations: A Review and Theoretical Integration (2007, background): “There is a long history of focusing on job characteristics and other environmental factors as important stimuli that influence workers' affective states ( Hackman & Oldham, 1976 ; Herzberg, 1966 ; Saavedra & Kwun, 2000 ).”
The relationship between ethical leadership and core job characteristics. (2010, background): “A field study by Saavedra and Kwun (2000), for example, found that task significance and task autonomy were positively associated with activated positive affect, a temporary but influential affective state.”
When Job Performance is All Relative: How Family Motivation Energizes Effort and Compensates for Intrinsic Motivation (2017, unknown): “…15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 13 them interesting, they experience greater vitality, enthusiasm, and excitement (Nix, Ryan, Manly, & Deci, 1999; Saavedra & Kwun, 2000; Sheldon & Kasser, 1995).”
Age and creativity at work The interplay between job resources, age and idea creativity (2008, background): “The experience of job control in itself is viewed as a positive experience that energizes employees and facilitates work-related behavior (Saavedra and Kwun, 2000).”
The Structure and Function of Attitudes Toward Organizational Change (2005, background): “Although some work indicates that evaluative beliefs and emotions may share some antecedents (Saavedra & Kwun, 2000), it is more likely that emotions have their own partly idiosyncratic set of causes.”
Giving Time, Time After Time: Work Design and Sustained Employee Participation in Corporate Volunteering (2012, background): “In addition, enriched job characteristics may generate positive affect (Saavedra & Kwun, 2000), which may have the spillover effect of causing employees to view corporate volunteering in a more positive light (George & Brief, 1992).”
Motivating frontline employees: Role of job characteristics in work and life satisfaction (2016, background): “Based on these dimensions, a “composite” score or themotivational potential score (MPS) can be calculated to gauge the extent to which a job motivates employees (Boonzaier et al., 2001; Hinton & Biderman, 1995; Saavedra & Kwun, 2000).”
A multilevel model of affect and organizational commitment (2010, background): “AET has slowly been incorporated into the study of organizational behavior in recent years (Ashkanasy, Zerbe, & Hartel, 2005; Beal, Weiss, Barros, & MacDermid, 2005; Saavedra & Kwun, 2000 ).”
Linking Work Events, Affective States, and Attitudes: An Empirical Study of Managers' Emotions (2004, background): “Job design could be helpful in that respect, as research has shown that some job characteristics (such as task autonomy) are related to experiencing pleasant affect ( Saavedra & Kwun, 2000 ).”
Designing Motivating Jobs: An Expanded Framework for Linking Work Characteristics and Motivation (2008, background): “Job characteristics that have been linked to enthusiasm, such as task significance, autonomy and feedback (Saavedra & Kwun, 2000), might also result in an expanded set of goals through the generated positive affect, which can result in broadened attitudes and behaviors (Fredrickson, 2001).”
Flow and performance: A study among talented Dutch soccer players (2011, background): “Indeed, autonomy or individual’s freedom in scheduling their activities has repeatedly been found to increase positive affect (e.g., Saavedra & Kwun, 2000), and motivation (Fried & Ferris, 1987).”
Doing “People Work” in the Prison Setting (2012, background): “Negative job characteristics, on the other hand, can lead to strain and other negative psychological states and, in the end, increase the chances of negative outcomes (Hackman & Oldham, 1975, 1980; Saavedra & Kwun, 2000).”