The Motivation at Work Scale (MAWS) was developed in accordance with the multidimensional conceptualization of motivation postulated in self-determination theory. The authors examined the structure of the MAWS in a group of 1,644 workers in two different languages, English and French. Results obtained from these samples suggested that the structure of motivation at work across languages is consistently organized into four different types: intrinsic motivation, identified regulation, introjected regulation, and external regulation. The MAWS subscales were predictably associated with organizational behavior constructs. The importance of this new multidimensional scale to the development of new work motivation research is discussed.

The objectives of this study were to test the relationships between team goal commitment and 3 criteria of team effectiveness (i.e., team performance, quality of group experience, and team viability) as well as to examine the moderating effect of task interdependence and the mediating role of supportive behaviors. Data were gathered from a sample of 74 teams working in 13 Canadian organizations. Results indicated that team goal commitment is positively related to all 3 criteria of team effectiveness. In addition, task interdependence moderates the relationship between team goal commitment and team performance. Furthermore, supportive behaviors mediate the relationships that team goal commitment has with team performance and the quality of group experience. Implications of these findings and future research needs are discussed.

The existing body of literature on teamwork behaviors is substantial and offers many different conceptualizations. However, there is a lack of consensus concerning the conceptual structure of teamwork behaviors. Many researchers pursue their own work without any attempt to build on and integrate the work of others. This article reviews the frameworks of teamwork behaviors in the literature on work teams and provides a way of integrating these frameworks. The behavioral dimensions included in this integrative framework are conceptually distinguished and arranged in a hierarchical conceptual structure based on theoretical approaches. Moreover, they are framed from the perspective of the timing of teamwork behaviors to clarify when these behaviors are most likely to have their intended effects. The proposed framework is then connected to the task conditions under which teamwork behaviors are most likely to facilitate collective task accomplishment. Finally, future directions for research regarding teamwork behaviors are discussed.

This study investigated whether both supervisor and coworker support may be positively related to affective commitment to the organization on one hand; and on the other hand, it examined the moderating effect of job resource adequacy and ambient conditions on these relationships. The sample included 215 participants working within a health care organization. Results of regression analysis showed that supervisor and coworker support have an additive effect on affective commitment. Hierarchical regression analyses indicated that supervisor and coworker support are more strongly related to affective commitment when job resource adequacy is high. Furthermore, ambient conditions moderate the relationship between supervisor support and affective commitment in such a way that favorable ambient conditions strengthen this relationship. Overall, these findings reinforce the importance of taking into account contingent factors in the study of antecedents of affective commitment to the organization.

This study investigates the role of team members’ self-managing behaviors in regard to three dimensions of team effectiveness. Furthermore, this study examines the moderating effect of task routineness on these relationships. The sample consists of 97 work teams (341 members and 97 immediate supervisors) drawn from a public safety organization. Results show that team self-managing behaviors are positively related to team performance, team viability, and team process improvement. Results also indicate that task routineness moderates the relationships that team self-managing behaviors have with team performance and team viability such that these relationships are stronger when the level of task routineness is low. However, this moderating effect is not significant in regard to the relationship between team self-managing behaviors and team process improvement. Taken together, these findings suggest that emphasis on team self-managing behaviors may enhance team effectiveness, but this enhancement effect is contingent on task routineness.