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The purpose of this paper was to investigate the discriminant and predictive validity of the dualistic model of passion for work. Harmonious and obsessive passion was compared to work engagement and workaholism in two studies. Study 1 was cross-sectional and supported convergent and discriminant validity of the dualistic model using exploratory structural equation modeling (ESEM) and confirmatory factor analysis. Study 2 was cross-lagged and applied confirmatory factor analyses, as well as hierarchical linear modeling to test discriminant, convergent, and predictive validity of harmonious and obsessive passion for work. Predictive validity was supported for obsessive and harmonious passion with respect to wellbeing, but not with respect to performance. When controlling for work engagement and workaholism, harmonious passion was negatively related to burnout and positively related to life satisfaction.In contrast, obsessive passion related positively to burnout and negatively to life satisfaction.Only workaholism predicted variance in supervisor rated organizational citizenship behaviors (negatively related), and none of the included variables were associated with supervisor rated in-role performance.

This study investigated the relationship between perceived training intensity and knowledge sharing, including the moderating roles of intrinsic motivation and social and economic exchange perceptions. Data from 310 employees working in three organizations located in Norway revealed a positive relationship between perceived training intensity and knowledge sharing for employees with low levels of intrinsic motivation and economic exchange perception, and high levels of social exchange perception. These findings suggest that perceived training intensity increases knowledge sharing only under specific motivational influences. Implications for practice and directions for future research are discussed. © 2012 Wiley Periodicals, Inc

This study investigated relations between pay-for-performance incentives designed to vary in instrumentality (annual pay-for-performance, quarterly pay-for-performance, and base pay level) and employee outcomes (self-reported work effort and turnover intention) in a longitudinal study spanning more than two years. After controlling for perceived instrumentality, merit pay increase, and the initial values of the dependent variables, the amount of base pay was positively related to work effort and negatively related to turnover intention, where both relationships were mediated by autonomous motivation. The amounts of quarterly and annual pay-for-performance were both positively related to controlled motivation, but were differently related to the dependent variables due to different relations with autonomous motivation.

To learn more about the role of line managers in the implementation of HR practices, we propose and test a model of line managers' perceptions of enabling HR practices on the one hand and employee outcomes on the other. In a field study of 89 line managers and 631 employees, we observed that the relationship between line managers' perceptions of enabling HR practices and employees' intrinsic motivation, affective organizational commitment, and turnover intention was mediated by employees' perceived supervisor support. Line managers' perceptions of enabling HR practices, in turn, were predicted by line managers' perceived quality of the HR training they received. Theoretical and practical implications and directions for future research are discussed.

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 ¼ 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-sectional, thus prohibiting causal inferences. Practical implications -SLMX relationships may be particularly important for the work effort of followers low in intrinsic motivation. Leaders may draw on this finding and seek to aid the development of the relationship by means of relationship-oriented behaviors. Originality/value -Given the importance of maximizing the performance of all the followers, a better understanding of the conditions under which SLMX and ELMX relationships relate to work effort is particularly important. The present study advances knowledge on SLMX and ELMX relationships by demonstrating how intrinsic motivation moderates how SLMX and ELMX relationships relate to follower work effort.

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