How Does Work Motivation Impact Employees’ Investment at Work and Their Job Engagement? A Moderated-Moderation Perspective Through an International Lens

Abstract

This paper aims at shedding light on the effects that intrinsic and extrinsic motivation, as predictors, have on heavy work investment of time and effort and on job engagement. Using a questionnaire survey, this study conducted a moderated-moderation analysis, considering two conditional effects-worker's status (working students vs. non-student employees) and country (Israel vs. Japan)-as potential moderators, since there are clear cultural differences between these countries. Data were gathered from 242 Israeli and 171 Japanese participants. The analyses revealed that worker's status moderates the effects of intrinsic and extrinsic motivation on heavy work investment of time and effort and on job engagement and that the moderating effects were conditioned by country differences. Theoretical and practical implications and future research suggestions are discussed.

Heavy-Work Investment: Its dimensionality, Invariance across 9 Countries and Levels before and during the COVID-19’s Pandemic

“…immersion, and involvement at work (e.g., job engagement; Bailey et al, 2017;Lebron et al, 2018;Shkoler & Kimura, 2020;Shkoler & Tziner, 2020;Tziner, Buzea et al, 2019;passion to work;Snir et al, 2014), addiction to work (e.g., workaholism; Baruch, 2011;Snir & Harpaz, 2015;Shkoler, Rabenu, Vasiliu, et al, 2017) and more. Of course, time investment, solely, at work does not necessarily represent an employee's favourable (or, even, truthful) attitude towards it (van Beek et al, 2011).…”

“…These dimensions are respectively called time commitment (HWI-TC) and work intensity (HWI-WI). Although many studies have dealt with the implications of working overtime (e.g., Caruso, 2014;Rabenu & Aharoni-Goldenberg, 2017;Snir, 2018;Stimpfel et al, 2012), to the best of our knowledge, empirical studies regarding the investment of efforts at work as an indicator of HWI are scarce (e.g., Rabenu et al, 2019;Shkoler & Kimura, 2020;. It is, therefore, one of the aims of the current research to address both of these core dimensions of HWI (i.e., "time", HWI-TC, and "effort", HWI-WI).…”

Examining the Effects of Cultural Value Orientations, Emotional Intelligence, and Motivational Orientations: How do LMX Mediation and Gender-Based Moderation Make a Difference?

“…In addition, most of the past research on separate effects of intrinsic and extrinsic motivation has addressed the intrinsic aspect (e.g., Bauer et al, 2016). In addition, motivation has been shown to be affected by personal traits, needs, and even work fit, while affecting various outcomes and attitudes, such as satisfaction, OCBs, and engagement, making an understanding of intrinsic and extrinsic motivational orientations relevant to LMX mediation and gender moderation (e.g., Tziner et al, 2019b;Shkoler and Kimura, 2020).…”

“…There can be distinctions between overall job satisfaction and subtypes of job satisfaction, such as intrinsic and extrinsic job satisfaction, and the latter may be more closely related to motivational states relative to global job satisfaction (Weiss et al, 1967). Satisfaction has been shown to be affected by job experiences (e.g., Mas-Machuca et al, 2016;Pacheco and Webber, 2016) and individual demographical differences (e.g., Pacheco and Webber, 2016;Shkoler and Kimura, 2020). Therefore, we suggest that women and men may have different levels of drivers/motives in their work and might enjoy/interpret intrinsic/extrinsic incentives differently.…”

Personality and psychological conditions in relation to job engagement amongst municipal workers in the Eastern Cape province, South Africa

“…Job engagement had been found to be important in the academic world specifically in industrial-organisational psychology as it is linked to desirable results such as high performance, productivity, profitability and good well-being (Rothmann, 2017). Job engagement was initially proposed as a positive construct (Kahn, 1990), and empirical studies revealed that a high level of job engagement leads to positive work outcomes (Shkoler & Kimura, 2020). Recent studies have acknowledged that engaged employees boost profitability by being productive and this increases an organisations' competitive advantage (Barreiro & Treglown, 2020;Werner, 2014).…”