Distinguishing Source of Autonomy Support in Relation to Workers' Motivation and Self-Efficacy

Abstract

The purpose was to investigate the relationship between autonomy support by managers and co-workers and employees' work motivation and self-efficacy in two studies. In Study 1, a sample of 343 Swedish workers completed surveys, and in Study 2, we followed up with a subsample of 98 workers one year later. As in previous studies, managers support of autonomy was significantly positively related to workers' outcomes. However, the results of Study 1 also showed that co-worker autonomy support was related to these outcomes over and above the effects of manager support. Study 2 showed that changes in autonomy support from co-workers during one year significantly predicted motivation and self-efficacy one year later, while change in support from managers was unrelated to outcomes later. These findings provide evidence for the importance of both vertical and horizontal sources of support.

Show them the money? The role of pay, managerial need support, and justice in a self‐determination theory model of intrinsic work motivation

“…That is, the concept describes the immediate interpersonal climate in the work environment created by their supervisors rather than the job characteristics themselves (Baard et al, 2004). Moreover, it is important to mention that recent studies of need support have highlighted the importance of need support not only from managers, but also from co-workers (e.g., Jungert, Koestner, Houlfort & Schattke, 2013;Moreau & Mageau, 2012).…”

Influence of Knowledge Workers Work Motivation on Their Job Performance - Results of Empirical Research

“…Building on this, the relation between work motivation and attitude open to innovation was also established (Janz et al, 1997). It was also proved that autonomy is strengthening work motivation and self-efficacy in employees (Jungert et al, 2013). Employees attach great importance to the autonomy and are internally tied to it, and their respect for independence is reflected in internal work motivation (Fowler, 2015;Steinmann and Schreyogg, 2001).…”

“…However, innovativeness and cognitive tendencies in an employee's profile have an impact on innovation and efficiency (Lewis, Agarwal, and Sambamurthy, 2003). On the basis of the above, it can be concluded that the most important characteristics of KW include: ethics (Chong et al, 2017;Evans, 2005;Griffin, 2017;Murgia et al, 2016;Steinmann and Schreyogg, 2001;Tidd, and Bessant, 2013), autonomy (Janz, Colquitt, and Noe,1997;Jungert, Koestner, Houlfort, and Schattke, 2013), cooperation (Davenport, 2007, Jashapara, 2014Tidd, and Bessant, 2013), professionalism (Frick, 2010;Owen, 2013;Tidd, and Bessant, 2013), intellectualism (Hwang, Kettinger, and Yi, 2015), innovativeness (Fischer, Malycha, and Schafmann, 2019;Tidd, and Bessant, 2013), and reputation (Bhatnagar, Gupta, Alonge, and George, 2017;Frick, 2010;Hwang et al, 2015), as shown in Figure 1. At the same time, it is important to define the concept of the level of absorption of the KW's characteristics.…”

“…The specific character traits of KW that provide this progression and contribute to the results of the organization as a whole are idealism, cooperativeness, innovativeness, autonomy, flexibility, high qualifications, interdisciplinarity, openness, illogical development paths, and sense finding (Amstrong and Taylor, 2016; Davenport, 2007;Fowler, 2015;Maciariello, 2016;Tidd and Bessant, 2013). In particular, it has been established that autonomy and cooperation significantly and positively affect the effectiveness of KW (Davenport, 2007;Janz et al, 1997;Jungert et al, 2013). These common characteristics allow us to treat KW as a cohesive group in the context of increasing job performance because the factors determining the performance of KW are identical, regardless of the profession (Davenport, 2007).…”

Does managers' motivation matter? Exploring the associations between motivation, transformational leadership, and innovation in a religious organization

“…From an SDT perspective, autonomy support thus also fosters intrinsic motivation (Ryan & Deci, ). Many studies have shown that this holds true in organizational contexts (see for example, Gagné, Deci, & Ryan, ; Gillet, Gagné, Sauvagère, & Fouquereau, ; Jungert, Koestner, Houlfort, & Schattke, ), while motivation suffers when workers experience psychological harassment or greater pressure on the job (Fernet, Austin, & Vallerand, ; Trépanier, Fernet, & Austin, ). In addition, intervention studies have shown that support from training managers (Hardré & Reeve, ) as well as co‐workers (Jungert, Van den Broeck, Osterman, & Schreurs, ) results in employees with higher levels of motivation.…”