Anders Dysvik

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

The purpose of this study was to explore alternative relationships between training opportunities and employee outcomes. A cross-sectional survey of 343 trainees from a broad range of Norwegian service organizations showed that the relationship between perceived training opportunities, and both task performance and citizenship behaviors were fully mediated, and that the relationship between perceived training opportunities and turnover intention was partially mediated by employee intrinsic motivation. In addition, intrinsic motivation was found to moderate the relationship between perceived training opportunities and organizational citizenship behaviors. The form of the moderation revealed a positive relationship for those with high intrinsic motivation. In sum, the variables included as predictors in our study explained 13 per cent of the variance in task performance, 19 per cent of the variance in organizational citizenship behavior and 24 per cent of the variance in turnover intention. Implications for practice and directions for future research are discussed.

Exploring the relative and combined influence of mastery‐approach goals and work intrinsic motivation on employee turnover intention

Purpose – Mastery goals and intrinsic motivation have separately been found to predict employee turnover and turnover intention, respectively. The purpose of the present study was to examine their relative and combined influence on turnover intention in terms of a direct model and a moderated model.Design/methodology/approach – A cross‐sectional survey was conducted among employees representing more than 400 organizations from a wide range of industrial sectors. The theoretical or subject scope of the paper was to integrate motivational antecedents for employee turnover.Findings – When assessed jointly, intrinsic motivation was the strongest predictor of turnover intention. Mastery‐approach goals were positively related to turnover intention, but this relationship was moderated by intrinsic motivation. The relationship between mastery‐approach goals and turnover intention was only positive for employees low in intrinsic motivation.Research limitations/implications – The two most important limitations are ...

Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance

The purpose of this study was to explore an alternative relationship between job autonomy and employee outcomes. In contrast to the dominating view that perceived job autonomy leads to increased levels of intrinsic motivation and in turn work performance, we developed a hypothesis proposing that intrinsic motivation moderates the relationship between perceived job autonomy and work performance. Two cross-sectional surveys among 302 employees from different Norwegian service organizations showed that the relationship between perceived job autonomy and both self-reported and line-manager rated work quality was moderated by intrinsic motivation. The form of the moderation revealed a positive relationship only for employees high in intrinsic motivation in both studies. Implications for practice and directions for future research are discussed.

Intrinsic and extrinsic motivation as predictors of work effort: The moderating role of achievement goals

This research explored the roles of intrinsic motivation (IM) and extrinsic motivation (EM) and the 2 × 2 model of achievement goals as predictors of increased work effort (WE). A cross-lagged field study was conducted among 1,441 employees from three large Norwegian service organizations across a 10-month time span. The results showed that the relationship between IM and increased WE was more positive for employees with high levels of mastery-approach goals. This observation suggests that having congruent goals may accentuate the positive relationship between IM and WE.

Does best practice HRM only work for intrinsically motivated employees

The purpose of this study was to explore the relationships between perception of multiple best practice HRM and employee outcomes. Four cross-sectional surveys from different Norwegian service organizations of a total of 838 employees showed that several relationships between perceived empowerment and perceived information sharing and employee outcomes were moderated by intrinsic motivation. Implications for practice and directions for future research are discussed.

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.

Organizational rationality and project management

Purpose – Does the organizational culture of the base organization affect the way its projects are carried out? The purpose of this paper is to investigate the relationship between one aspect of organizational culture, namely the formal rationality of the base organization and how projects are approached. The concept of McDonaldization is used to describe formal rationality; it covers four aspects: efficiency, predictability, calculability and control. Two types of approaches (here called project perspectives) to project management are studied: the task perspective (focus on a clearly defined endeavour from the start of the project) and the organizational perspective (focus on supporting the base organization in its change efforts). The relationship between formal rationality of the base organization and choice of project perspective is revealed.Design/methodology/approach – Empirical study based on a survey of 164 managers.Findings – The paper shows that the degree of formal organizational rationality af...

Permanent employee investment and social exchange and psychological cooperative climate among temporary employees

This study investigated the mediating role of the psychological climate for cooperation in the client organization on the relationship between temporary employees’ perceived investment in permanent employee development in the client organization, and exchange perceptions and exchange outcomes, among 2022 temporary employees. After controlling for perceived investment in the temporary employees themselves, the results suggest that the psychological climate for cooperation in the client organization partly mediated the relationship between temporary employees’ perceived investment in permanent employee development and social exchange perception, and fully mediated the relationship between temporary employees’ perceived investment in permanent employee development and economic exchange perception. Moreover, social exchange perception was positively related to work quality, work effort and organizational citizenship behaviour, whereas economic exchange perception was negatively related to work effort and organizational citizenship behaviour.

Trainee programme reactions and work performance: the moderating role of intrinsic motivation

This study investigated the moderating role of intrinsic motivation on the relationship between trainee programme reactions and work performance among trainees enrolled in formal trainee programmes. The results from a cross-sectional survey among 114 trainees representing three Norwegian service organizations showed that the relationships between perception of the trainee programme and facets of self-reported work performance were positive only for trainees low in intrinsic motivation. Implications for practice and directions for future research are discussed.

If and when social and economic leader-member exchange relationships predict follower work effort

Purpose – The purpose of this paper is to conceptualize social leader-member exchange (SLMX) and economic leader-member exchange (ELMX) as two separate dimensions of leader-member exchange, and examines how intrinsic work motivation moderates their relationship with follower work effort. Design/methodology/approach – Data were obtained from 352 employee-leader dyads from the public health sector in Norway (response rate=61.9 percent). Hierarchical linear modeling was used to test the relationship between subordinate rated SLMX and ELMX relationships and leader ratings of work effort. Findings – This study replicates prior research showing that SLMX is positively related and ELMX negatively related to followers’ work effort. A significant interaction between SLMX and intrinsic motivation is also revealed, suggesting that SLMX relationships are important with respect to work effort for followers who exhibit lower levels of intrinsic work motivation. Research limitations/implications – The data were cross-se...