Self-determination theory (SDT) conceptualizes basic psychological needs for autonomyMotivation, or the "energetic forces that initiate work-related behavior and determine its form, direction, intensity and duration" (Pinder, 2008: 11), is a critical issue for organizations and employees. It has been linked to increased employee productivity and organizational revenue, as well as employees' well-being and thriving (Steers, Mowday, & Shapiro, 2004). Given its important role, a good deal of research has focused on the type and extent of motivation employees experience (e.g., Diefendorff & Chandler, 2011;Latham & Pinder, 2005). Within this research area, a prominent focus has been on how the satisfaction of needs, or "some type of internal tension or arousal" (Kanfer, 1990: 81), enhances employee motivation. For example, needs have figured in historical frameworks from Maslow's (1943) need hierarchy to McClelland's (1965) work on needs for achievement, affiliation, and power. More recently, researchers have proposed alternate needs, such as the need for status (Hogan, 1998) and the need for relatedness (Baumeister & Leary, 1995;.Yet few need frameworks have spurred as much research on needs as self-determination theory (SDT; . SDT argues that humans are optimally motivated and experience well-being when they have three basic psychological needs satisfied: the need for autonomy, the need for competence, and the need for relatedness ( The increasing importance and popularity of basic psychological needs in the organizational domain, combined with the lack of any existing reviews on the topic, highlights the need for a conceptual and empirical review of the management research on this topic. 1 To this end, our paper provides a meta-analytic overview of organizational research on basic psychological needs, demonstrating the breadth of constructs (i.e., antecedents and consequences) that basic psychological needs have been found to relate to. We also had three more specific aims with our review: to test SDT's requirement that each basic psychological need should uniquely predict psychological growth, internalization, and well-being; to test whether use of an overall need satisfaction measure is appropriate; and to test whether the scale used to assess basic psychological needs (i.e., the measure developed by Deci et al. In accomplishing these aims, our review provides both contributions and challenges to the SDT literature. In particular, our results indicate research on basic psychological needs is both vibrant and prolific, with need satisfaction relating to a wide variety of antecedents and outcomes. Moreover, we find general support for SDT's requirement that each need should independently predict indicators of psychological growth, internalization, and well-being. However, our findings also illustrate that contrary to SDT, the variance basic psychological needs account for in some of these outcomes is statistically significant but practically insignificant; our review also surfaces issues with the literature's most...

The current study tested a model that links perceptions of organizational politics to job performance and "turnover intentions" (intentions to quit). Meta-analytic evidence supported significant, bivariate relationships between perceived politics and strain (.48), turnover intentions (.43), job satisfaction (؊.57), affective commitment (؊.54), task performance (؊.20), and organizational citizenship behaviors toward individuals (؊.16) and organizations (؊.20). Additionally, results demonstrated that work attitudes mediated the effects of perceived politics on employee turnover intentions and that both attitudes and strain mediated the effects of perceived politics on performance. Finally, exploratory analyses provided evidence that perceived politics represent a unique "hindrance stressor." We thank Brad Kirkman and the three anonymous reviewers for their helpful insights. We would like to note that the first two authors contributed equally to this project. We would like to thank Rosalie Hall for her helpful comments on an earlier version of the article. We are also grateful for the assistance of Michelle Matias and Jessica Junak in preparing our manuscript.

Research examining the relationship between work stress and well-being has flourished over the past 20 years. At the same time, research on physiological stress processes has also advanced significantly. One of the major advances in this literature has been the emergence of the Allostatic Load model as a central organizing theory for understanding the physiology of stress. In this article, the Allostatic Load model is used as an organizing framework for reviewing the vast literature that has considered health outcomes that are associated with exposure to psychosocial stressors at work. This review spans multiple disciplines and includes a critical discussion of management and applied psychology research, epidemiological studies, and recent developments in biology, neuroendocrinology, and physiology that provide insight into how workplace experiences affect well-being. The authors critically review the literature within an Allostatic Load framework, with a focus on primary (e.g., stress hormones, anxiety and tension) and secondary (e.g., resting blood pressure, cholesterol, body mass index) mediators, as well as tertiary disease end points (e.g., cardiovascular disease, depression, mortality). Recommendations are provided for how future research can offer deeper insight into primary Allostatic Load processes that explain the effects of workplace experiences on mental and physical well-being.

Incivility at work-low intensity deviant behaviors with an ambiguous intent to harm-has been on the rise, yielding negative consequences for employees' well-being and companies' bottom-lines. Although examinations of incivility have gained momentum in organizational research, theory and empirical tests involving dynamic, within-person processes associated with this negative interpersonal behavior are limited. Drawing from ego depletion theory, we test how experiencing incivility precipitates instigating incivility toward others at work via reduced self-control. Using an experience sampling design across 2 work weeks, we found that experiencing incivility earlier in the day reduced one's levels of self-control (captured via a performance-based measure of self-control), which in turn resulted in increased instigated incivility later in the day. Moreover, organizational politics-a stable, environmental factor-strengthened the relation between experienced incivility and reduced self-control, whereas construal level-a stable, personal factor-weakened the relation between reduced self-control and instigated incivility. Combined, our results yield multiple theoretical, empirical, and practical implications for the study of incivility at work. (PsycINFO Database Record