Laura M. Graves

Driven to Work and Enjoyment of Work: Effects on Managers’ Outcomes

The authors examined the effects of two types of motivation, driven to work and enjoyment of work, on managers’ (N = 346) performance, career satisfaction, and psychological strain. Performance was assessed using 360-degree performance ratings. The authors also tested the effects of self-esteem on the two motives. They found that the enjoyment motive was positively related to career satisfaction and performance and negatively related to strain. Driven to work had no main effects but appeared to interact with enjoyment of work to influence performance and strain. When enjoyment of work was high, driven to work was unrelated to performance or strain. When enjoyment of work was low, increases in driven to work were associated with increases in both performance and strain. Self-esteem was positively related to enjoyment of work and negatively related to driven to work. Overall, the authors’ findings suggest that being motivated by enjoyment of work facilitates both effectiveness and well-being.

Sex and sex dissimilarity effects in ongoing teams: Some surprising findings

This study examined the effects of sex and sex dissimilarity on the task and social experiences of members of ongoing teams of management students. We hypothesized that women would have lower levels of social exchange, and ultimately, lower levels of attachment to their groups than would men, and that there would be no sex differences in task exchanges or task contributions. Sex dissimilarity between individuals and their teams was expected to impair individuals’ experiences. As predicted, women had lower social exchanges than men. There were no sex differences in attachment. Surprisingly, women had higher task exchanges and made greater task contributions. Sex dissimilarity had no effect on the experiences of men or women. Overall, women seemed to do more work or better work, but receive less social support, than did men.

UNDERSTANDING EMPLOYEE PROENVIRONMENTAL BEHAVIOR: A TEST OF A THEORETICAL MODEL

Employees’ proenvironmental behaviors (PEBs) are important to the success of corporate sustainability initiatives. Seeking to understand these behaviors, we tested a model of the determinants of PEBs. Using data from 294 employees in China, we examined the links between organizational commitment to sustainability, managerial transformational leadership on environmental issues, employees’ extrinsic and autonomous motivation, and employees’ PEBs. Our results generally support our model. Organizational commitment to the environment was associated with increases in employees’ autonomous and extrinsic motivation to perform PEBs. Autonomous motivation, but not extrinsic motivation, was positively related to PEBs. In addition, organizational environmental commitment was positively related to environmental transformational leadership, which, in turn, was positively related to PEBs. Surprisingly, transformational leadership was not related to autonomous motivation. Overall, these findings suggest that organization...