When and Why Are Internal Job Transitions Successful? Transition Challenges, Hindrances, and Resources Influencing Motivation and Retention Through Basic Needs Satisfaction

Abstract

This study examines when and why internal job transitions enhance employees' motivation and retention. Building on the Challenge-Hindrance Framework and the Self-Determination Theory, we hypothesize that transition challenges (i.e., horizontal and vertical transition magnitude) satisfy people's basic psychological needs and may therefore enhance motivation and retention, whereas transition hindrances (i.e., increased work-life conflict) thwart basic needs satisfaction and are accordingly likely to decrease motivation and retention. In addition, we argue that transition resources (i.e., social support and personal control) may boost the impact of transition challenges and buffer the impact of transition hindrances. Hypotheses were tested with 173 employees who recently made an internal transition. We found support for the positive impact of vertical transition magnitude and the negative impact of increased work-life conflict on motivation and retention

Sales-to-Marketing Job Transitions

“…Understood broadly as a function of factors such as career stage, control seeking, organizational mandate, and personal growth/novelty needs (e.g., Anderson, Milkovich, and Tsui 1981;Campion, Cheraskin, and Stevens 1994;Cron 1984;Feldman and Ng 2007;Nicholson 1984;Verbruggen, Cooman, and Vansteenkiste 2015).…”

“…Nicholson and West (1989) discuss a process model in which employee transitions occur in four stages: (1) preparation (expectations and anticipation occurring before the change), (2) encounter (emotional impact and sense making occurring when first starting the new job), (3) adjustment (personal development occurring to better fit the requirements of the new job), and (4) stabilization (steadiness being achieved between the employee and the new role). Additional research has examined a variety of job transition aspects, including socialization (e.g., Batistič and Kaše 2015), employee retention (e.g., Verbruggen, Cooman, and Vansteenkiste 2015), and career development (e.g., Campion, Cheraskin, and Stevens 1994). Furthermore, firms can facilitate effective job transitions by providing training, mentoring, and social support to transitioners (Kraimer et al 2011;Moyle and Parkes 1999;Verbruggen, Cooman, and Vansteenkiste 2015).…”

“…Additional research has examined a variety of job transition aspects, including socialization (e.g., Batistič and Kaše 2015), employee retention (e.g., Verbruggen, Cooman, and Vansteenkiste 2015), and career development (e.g., Campion, Cheraskin, and Stevens 1994). Furthermore, firms can facilitate effective job transitions by providing training, mentoring, and social support to transitioners (Kraimer et al 2011;Moyle and Parkes 1999;Verbruggen, Cooman, and Vansteenkiste 2015).…”

A conducive environment? The role of need support in the higher education workplace and its effect on academics' experiences of research assessment in the UK

“…Empirical research based on SDT has revealed that individuals' experiences of having the needs for autonomy, relatedness and competence met at work leads to more positive views of potential workplace stressors (Van den Broeck, Ferris, Chang, & Rosen, 2016), and the satisfaction of psychological needs has similarly been conceptualised as psychological resources that assist individuals during difficult work periods (i.e., Verbruggen, De Cooman, & Vansteenkiste, 2015), in order to help buffer the detrimental effects of work stressors on well‐being (Viswesvaran, Sanchez, & Fisher, 1999). Alongside its effects on employee well‐being, psychological need satisfaction at work is linked with greater job engagement and less burnout (Van den Broeck et al., 2016).…”

Motivation of Young It Professionals

“…In order to enhance motivation big organizations with several levels of management may use internal transitions as an instrument for better motivation, but 'little is known about when and why internal transitions actually enhance employees' engagement and reduce their turnover intentions.' (Verbruggen, Cooman, & Vansteenkiste, 2015). The key idea for effective motivation may be in differentiating between transition challenges and transition hindrances for individuals inside organizations.…”