Journal of Strategic Human Resource Management

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Job Characteristics as a Determinant of Intrinsic Motivation: An Empirical Study of Generation Z


Affiliations
1 Faculty of Arts, Department of Business Administration, Brandon University, Brandon, Canada
     

   Subscribe/Renew Journal


Work motivation has received extensive attention by both management practitioners and researchers over the years. Various theoretical perspectives have been rigorously proposed, evaluated, and revised. In this article, we consider the job design perspective of work motivation to explain intrinsic motivation in an emerging workforce. Specifically, the focus of this paper is an empirical study that investigates the role of motivating job characteristics in intrinsically motivating Generation Z employees. Around 317 respondents were surveyed. Linear regression analysis, followed by Partial Least Square-Structural Equation Modelling (PLS-SEM) and Bootstrapping analysis, revealed job characteristics to be a significant determinant of intrinsic motivation. The results are explained through three perspectives – employee, organisational context, and task. Overall, the findings suggest that job characteristics significantly predict intrinsic motivation in this generational cohort. The results have important implications for human resource management theory and practice. This paper advances the understanding of work motivation by considering the individual and relational features of work, i.e., task characteristics important to the individual, as well as relationship with co-workers, in explaining intrinsic motivation. From the managerial standpoint, the findings of the study have implications for the design of various human resource practices, such as job analysis and design, learning and development, and performance management.

Keywords

Generation Z, Intrinsic Motivation, Job Characteristics, Quantitative Research
Subscription Login to verify subscription
User
Notifications
Font Size


  • Allan, B. A., Autin, K. L., & Duffy, R. D. (2016). Selfdetermination and meaningful work: Exploring socioeconomic constraints. Frontiers in Psychology, 7, 71-71. doi:https://doi.org/10.3389/fpsyg.2016.00071

  • Amabile, T. M. (1993). Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplace. Human Resource Management Review, 3(3), 185-201.

  • Annosi, M. C., Monti, A., & Martini, A. (2020). Individual learning goal orientations in self‐managed team-based organizations: A study on individual and contextual variables. Creativity and Innovation Management, 1-18.

  • Bakker, A. B., & Demerouti, E. (2007). The job demandsresources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328.

  • Bejtkovský, J. (2016). The employees of baby boomers generation, generation X, generation Y and generation Z in selected Czech corporations as conceivers of development and competitiveness in their corporation. Journal of Competitiveness, 8(4), 105-123.

  • Berge, Z. L., & Berge, M. B. (2019). The economic ABCs of educating and training generations X, Y, and Z. Performance Improvement, 58(5), 44-53.

  • Birdi, K. (2020). Insights on impact from the development, delivery, and evaluation of the CLEAR IDEAS innovation training model. European Journal of Work and Organizational Psychology, 1-15.

  • Campion, M. A. (1988). Interdisciplinary approaches to job design: A constructive replication with extensions. Journal of Applied Psychology, 73(3), 467-481.

  • Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological Bulletin, 140(4), 980.

  • Chen, C. C., & Chiu, S. F. (2009). The mediating role of job involvement in the relationship between job characteristics and organizational citizenship behavior. The Journal of Social Psychology, 149, 474-494. doi:10.3200/ SOCP.149.4.474-494

  • Christensen, S. S., Wilson, B. L., & Edelman, L. S. (2018). Can I relate? A review and guide for nurse managers in leading generations. Journal of Nursing Management, 26(6), 689-695.

  • Dahling, J. J., & Lauricella, T. K. (2017). Linking job design to subjective career success: A test of selfdetermination theory. Journal of Career Assessment, 25(3), 371-388. doi:https://doi-org.berlioz.brandonu.ca/10.1177/1069072716639689

  • Deci, E. L., & Ryan, R. M. (1985). The general causality orientations scale: Self-determination in personality. Journal of Research in Personality, 19(2), 109-134.

  • Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Selfdetermination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43.

  • Den Berg, P. T. V. (2011). Characteristics of the work environment related to older employees’ willingness to continue working: Intrinsic motivation as a mediator. Psychological Reports, 109(1), 174-186. doi:https://doi-org.berlioz.brandonu.ca/10.2466/01.09.10.PR0.109.4.174-186

  • Devloo, T., Anseel, F., De Beuckelaer, A., & Salanova, M. (2015). Keep the fire burning: Reciprocal gains of basic need satisfaction, intrinsic motivation and innovative work behaviour. European Journal of Work and Organizational Psychology, 24(4), 491-504.

  • Ding, X. H., He, Y., Wu, J., & Cheng, C. (2016). Effects of positive incentive and negative incentive in knowledge transfer: Carrot and stick. Chinese Management Studies, 10(3), 593-614.

  • Dweck, C. S. (2000). Self-theories: Their role in motivation, personality, and development. PA: Taylor & Francis.

  • Dysvik, A., & Kuvaas, B. (2011). Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance. European Journal of Work and Organizational Psychology, 20(3), 367-387. doi:https://doi-org.berlioz.brandonu.

  • ca/10.1080/13594321003590630 Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.

  • Gagné, M., Forest, J., Vansteenkiste, M., Crevier-Braud, L., Van den Broeck, A., Aspeli, A. K., ... & Halvari, H. (2015). The multidimensional work motivation scale: Validation evidence in seven languages and nine countries. European Journal of Work and Organizational Psychology, 24(2), 178-196.

  • Ghamari, N., Derakhshanrad, S. A., Ghamari, M., & Ghamari, E. (2012). Examining the motivational power of occupational therapy profession among occupational therapist in Fars providence in 1390. Modern Rehabilitation, 6(3), 1-9.

  • Goh, E., & Lee, C. (2018). A workforce to be reckoned with: The emerging pivotal Generation Z hospitality workforce. International Journal of Hospitality Management, 73, 20-28.

  • Grant, A. M. (2008). The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. Journal of Applied Psychology, 93(1), 108-124.

  • Grow, J. M., & Yang, S. (2018). Generation-Z enters the advertising workplace: Expectations through a gendered lens. Journal of Advertising Education, 22(1), 7-22.

  • Gudko, B., Ye Dai, S., Seung-Wang, K. (2016). When does empowering leadership enhance employee creativity? A three-way interaction test. Social Behavior & Personality: An International Journal, 44(9), 1555-1564. doi:https:// doi-org.berlioz.brandonu.ca/10.2224/sbp.2016.44.9.1555

  • Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, Mass.: Addison-Wesley.

  • Hadi, R., & Adil, A. (2010). Job characteristics as predictors of work motivation and job satisfaction of bank employees. Journal of the Indian Academy of Applied Psychology, 36(2), 294-299.

  • Herzberg, F. I. (1966). Work and the nature of man. World. Humphrey, S. E., Nahrgang, J. D., & Morgeson, F. P. (2007). Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature. Journal of Applied Psychology, 92(5), 1332.

  • Iorgulescu, M. C. (2016). Generation Z and its perception of work. Cross-Cultural Management Journal, 18(01), 47-54.

  • Kanfer, R., & Chen, G. (2016). Motivation in organizational behavior: History, advances and prospects. Organizational Behavior and Human Decision Processes, 136, 6-19. doi:https://doi-org.berlioz.brandonu.ca/10.1016/j.obhdp.2016.06.002

  • Kanfer, R., Frese, M., & Johnson, R. E. (2017). Motivation related to work: A century of progress. Journal of Applied Psychology, 102(3), 338-355. doi:https://doi-org.berlioz.brandonu.ca/10.1037/apl0000133

  • Kim, K., & Jogaratnam, G. (2010). Effects of individual and organizational factors on job satisfaction and intent to stay in the hotel and restaurant industry. Journal of Human Resources in Hospitality & Tourism, 9(3), 318-339. doi:https://doi-org.berlioz.brandonu.ca/10.1080/15332845.2010.487043

  • Kirchmayer, Z., & Fratricová, J. (2020). What motivates generation Z at work? Insights into motivation drivers of business students in Slovakia. Proceedings of the Innovation management and education excellence through vision, 6019-6030.

  • Kuvaas, B., Buch, R., & Dysvik, A. (2020). Individual variable pay for performance, controlling effects, and intrinsic motivation. Motivation & Emotion, 44(4), 525-533.doi:https://doi-org.berlioz.brandonu.ca/10.1007/s1103 1-020-09828-4

  • Lanier, K. (2017). 5 things HR professionals need to know about Generation Z: Thought leaders share their views on the HR profession and its direction for the future. Strategic HR Review, 16(6), 288-290. doi:10.1108/ SHR-082017-0051

  • Lazányi, K., & Bilan, Y. (2017). Generation Z on the labour market: Do they trust others within their workplace? Polish Journal of Management Studies, 16(1), 78-93.

  • Li, H., Li, F., & Chen, T. (2018). A motivational-cognitive model of creativity and the role of autonomy. Journal of Business Research, 92, 179-188. doi:https://doi-org.berlioz.brandonu.ca/10.1016/j.jbusres.2018.07.025

  • McGregor, D. (1960). Theory X and theory Y. Organization Theory, 358, 374.

  • Mitchell, T. R., & Daniels, D. (2003). Motivation. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of Psychology: Industrial and Organizational Psychology, (vol. 12, pp. 225-254). John Wiley & Sons Inc.

  • Olafsen, A., & Halvari, H. (2017). Motivational mechanisms in the relation between job characteristics and employee functioning. The Spanish Journal of Psychology, 20, E38. doi:10.1017/sjp.2017.34

  • Parfyonova, N. M., Meyer, J. P., Espinoza, J. A., Anderson, B. K., Cameron, K. A., Daljeet, K. N., & Vaters, C. (2019). Managerial support for employees’ psychological needs: A multidimensional approach. Canadian Journal of Behavioural Science/Revue canadienne des sciences du comportement, 51(2), 122-134. doi:https://doi-org.berlioz.brandonu.ca/10.1037/cbs0000126

  • Parker, A., Halgin, D. S., & Borgatti, S. P. (2016). Dynamics of social capital: Effects of performance feedback on network change. Organization Studies, 37(3), 375-397.

  • Pauli, J., Chambel, M. J., Capellari, M. R., & Rissi, V. (2018). Motivation, organisational support and satisfaction with life for private sector teachers in Brazilian Higher Education. Higher Education Quarterly, 72(2), 107-120.

  • Pee, L. G., & Lee, J. (2015). Intrinsically motivating employees’ online knowledge sharing: Understanding the effects of job design. International Journal of Information Management, 35(6), 679-690. doi:https://doi-org.berlioz.brandonu.ca/10.1016/j.ijinfomgt.2015.08.002

  • Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press.

  • Pohl, S., Battistelli, A., & Librecht, J. (2013). The impact of perceived organizational support and job characteristics on nurses’ organizational citizenship behaviours. International Journal of Organization Theory & Behavior (PrAcademics Press), 16(2), 193-207. doi:https://doi-org.berlioz.brandonu.ca/10.1108/IJOTB-16-02-2013-B002

  • Pohl, S., Dal Santo, L., & Battistelli, A. (2012). Perceived organizational support, job characteristics and intrinsic motivation as antecedents of organizational citizenship behaviours of nurses. Revue Internationale de Psychologie Sociale, 25(3-4), 39-52.

  • Porter, L. W., & Lawler, E. E. (1968). Managerial attitudes and performance. Homewood, IL: Irwin.

  • Rivkin, W., Diestel, S., & Schmidt, K. H. (2018). Which daily experiences can foster well-being at work? A diary study on the interplay between flow experiences, affective commitment, and self-control demands. Journal of Occupational Health Psychology, 23(1), 99-111.


Abstract Views: 207

PDF Views: 0




  • Job Characteristics as a Determinant of Intrinsic Motivation: An Empirical Study of Generation Z

Abstract Views: 207  |  PDF Views: 0

Authors

Ravi Dwivedula
Faculty of Arts, Department of Business Administration, Brandon University, Brandon, Canada

Abstract


Work motivation has received extensive attention by both management practitioners and researchers over the years. Various theoretical perspectives have been rigorously proposed, evaluated, and revised. In this article, we consider the job design perspective of work motivation to explain intrinsic motivation in an emerging workforce. Specifically, the focus of this paper is an empirical study that investigates the role of motivating job characteristics in intrinsically motivating Generation Z employees. Around 317 respondents were surveyed. Linear regression analysis, followed by Partial Least Square-Structural Equation Modelling (PLS-SEM) and Bootstrapping analysis, revealed job characteristics to be a significant determinant of intrinsic motivation. The results are explained through three perspectives – employee, organisational context, and task. Overall, the findings suggest that job characteristics significantly predict intrinsic motivation in this generational cohort. The results have important implications for human resource management theory and practice. This paper advances the understanding of work motivation by considering the individual and relational features of work, i.e., task characteristics important to the individual, as well as relationship with co-workers, in explaining intrinsic motivation. From the managerial standpoint, the findings of the study have implications for the design of various human resource practices, such as job analysis and design, learning and development, and performance management.

Keywords


Generation Z, Intrinsic Motivation, Job Characteristics, Quantitative Research

References