On the temporal stability of self-determined work motivation profiles: a latent transition analysis
© 2019 Informa UK Limited, trading as Taylor & Francis. This study extends the research and theory on work motivation by examining temporal stability and change in employees’ self-determined work motivation profiles and their differential relations to various predictors and outcomes. We ga...
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| Format: | Journal Article |
| Language: | English |
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ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
2020
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/82438 |
| _version_ | 1848764510414831616 |
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| author | Fernet, C. Litalien, D. Morin, A.J.S. Austin, S. Gagné, Marylène Lavoie-Tremblay, M. Forest, J. |
| author_facet | Fernet, C. Litalien, D. Morin, A.J.S. Austin, S. Gagné, Marylène Lavoie-Tremblay, M. Forest, J. |
| author_sort | Fernet, C. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | © 2019 Informa UK Limited, trading as Taylor & Francis.
This study extends the research and theory on work motivation by examining temporal stability and change in employees’ self-determined work motivation profiles and their differential relations to various predictors and outcomes. We gathered data at two time points over a 24-month period from a sample of 438 newly registered public health care nurses. Results of latent profile and latent transition analyses revealed four distinct profiles (strongly, moderately, self-determined, and poorly motivated), estimated from the position of global and specific behavioural regulations on the motivation continuum proposed by self-determination theory. These profiles were entirely stable at the within-sample level, although within-person changes in profile membership occurred for 30–40% of employees. Of particular interest, perceptions of job resources were consistently associated with greater likelihood of membership in the strongly and moderately motivated profiles. These profiles were also consistently associated with lower emotional exhaustion and intentions to leave the occupation and the organization and with higher in-role performance compared to the self-determined and poorly motivated profiles. |
| first_indexed | 2025-11-14T11:20:30Z |
| format | Journal Article |
| id | curtin-20.500.11937-82438 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:20:30Z |
| publishDate | 2020 |
| publisher | ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-824382023-06-13T02:58:36Z On the temporal stability of self-determined work motivation profiles: a latent transition analysis Fernet, C. Litalien, D. Morin, A.J.S. Austin, S. Gagné, Marylène Lavoie-Tremblay, M. Forest, J. Social Sciences Psychology, Applied Management Psychology Business & Economics Work motivation self-determination theory job demands job resources latent profile analysis PERSON-CENTERED ANALYSES ORGANIZATIONAL COMMITMENT JOB DEMANDS TRANSFORMATIONAL LEADERSHIP DISENTANGLING SHAPE CONTINUUM STRUCTURE TURNOVER INTENTION LONGITUDINAL TEST BURNOUT ANTECEDENTS © 2019 Informa UK Limited, trading as Taylor & Francis. This study extends the research and theory on work motivation by examining temporal stability and change in employees’ self-determined work motivation profiles and their differential relations to various predictors and outcomes. We gathered data at two time points over a 24-month period from a sample of 438 newly registered public health care nurses. Results of latent profile and latent transition analyses revealed four distinct profiles (strongly, moderately, self-determined, and poorly motivated), estimated from the position of global and specific behavioural regulations on the motivation continuum proposed by self-determination theory. These profiles were entirely stable at the within-sample level, although within-person changes in profile membership occurred for 30–40% of employees. Of particular interest, perceptions of job resources were consistently associated with greater likelihood of membership in the strongly and moderately motivated profiles. These profiles were also consistently associated with lower emotional exhaustion and intentions to leave the occupation and the organization and with higher in-role performance compared to the self-determined and poorly motivated profiles. 2020 Journal Article http://hdl.handle.net/20.500.11937/82438 10.1080/1359432X.2019.1688301 English ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD restricted |
| spellingShingle | Social Sciences Psychology, Applied Management Psychology Business & Economics Work motivation self-determination theory job demands job resources latent profile analysis PERSON-CENTERED ANALYSES ORGANIZATIONAL COMMITMENT JOB DEMANDS TRANSFORMATIONAL LEADERSHIP DISENTANGLING SHAPE CONTINUUM STRUCTURE TURNOVER INTENTION LONGITUDINAL TEST BURNOUT ANTECEDENTS Fernet, C. Litalien, D. Morin, A.J.S. Austin, S. Gagné, Marylène Lavoie-Tremblay, M. Forest, J. On the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| title | On the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| title_full | On the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| title_fullStr | On the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| title_full_unstemmed | On the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| title_short | On the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| title_sort | on the temporal stability of self-determined work motivation profiles: a latent transition analysis |
| topic | Social Sciences Psychology, Applied Management Psychology Business & Economics Work motivation self-determination theory job demands job resources latent profile analysis PERSON-CENTERED ANALYSES ORGANIZATIONAL COMMITMENT JOB DEMANDS TRANSFORMATIONAL LEADERSHIP DISENTANGLING SHAPE CONTINUUM STRUCTURE TURNOVER INTENTION LONGITUDINAL TEST BURNOUT ANTECEDENTS |
| url | http://hdl.handle.net/20.500.11937/82438 |