A dynamic computational model of employees goal transformation: Using self-determination theory

Evidence of validity and reliability of the controlling motivational style questionnaire in the work context

According to the self-determination theory (SDT), leaders may adopt a controlling motivational controlling style (CMS) that forces employees to think, feel, or behave in a certain way to promote employee motivation. However, a scale has yet to be developed to measure CMS in the work environment. Usually, researchers use questionnaires adapted to different contexts or designed for another motivational style. However, whether these questionnaires capture the behaviors that represent CMS in the work context is little known. This research aimed to elaborate on and analyze the validity and reliability of the questionnaire on Controlling Motivational Style at Work (CMS-W). The study was based on a literature review of the types of controlling behaviors and a review of questionnaires used by SDT researchers who assessed the controlling motivational style in different contexts. A Peruvian sample of 1100 public sector employees participated. The results show that the short and encompassing CMS-W-11 has a one-dimensional structure with good fit indices: Robust RMSEA = 0.071 with 90 % CI from 0.064 to 0.078; Robust CFI = 0.975; Robust TLI = 0.969; SRMR = 0.025 and good reliability coefficients: Ω = 0.930 and AVE 0.630. Furthermore, it shows convergent validity with controlled motivation (r = 0.260, p < .001) and discriminant validity with autonomous motivation (r = -0.270, p < .001). Moreover, the invariance of the gender category was tested. The fit indices were adequate, and the comparative results between the models were also satisfactory. In addition, the behaviors of the CMS in a work context are conditional negative regard, judging and devaluing, control through objectives, intimidation, and intrusive authority. Therefore, labor organizations will have the CMS-W validated and tested in a work context to evaluate the CMS of leaders and study how it related to the motivation of human capital and organizational objectives.

Work Values and Job Satisfaction: The Mediating Role of Basic Psychological Needs at Work

This study investigated the mediating role of basic psychological needs at work in the association from work values to job satisfaction. Using a four-factor model of work values, we tested how each work value factor was related to basic psychological need satisfaction and frustration at work. The sample included 228 workers (72% female) surveyed twice over a 7-week interval. Results showed that need satisfaction at work was positively predicted by intrinsic and social work values and negatively predicted by extrinsic work values. Need frustration at work was positively predicted by extrinsic and status work values and negatively predicted by intrinsic work values. Also, need satisfaction fully mediated the relationship from intrinsic, extrinsic, and social work values to job satisfaction. These findings suggest that organizational and career development interventions aiming to enhance employees need satisfaction at work should aim to promote growth-oriented work values endorsement rather than instrumental work values.

Linking Work Values Profiles to Basic Psychological Need Satisfaction and Frustration

The association between work values and key motivational variables has been repeatedly supported in previous studies. However, little attention has been devoted to understanding intraindividual patterns of work values and how combinations of work values relate to other motivational variables. This study aimed to identify profiles of work values based on a four-factor model (i.e., intrinsic, extrinsic, social, and status). It also investigated how profile membership relates to basic psychological need satisfaction and frustration at work using a self-determination perspective. A sample of French Canadian adults (N = 476) participated in this study by filling out an online questionnaire. Latent profile analyses revealed five distinct work values profiles. Results showed that participants in more positive profiles (i.e., high level of intrinsic, social, and status work values) generally reported higher level of need satisfaction and lower level of need frustration at work than participants belonging to more negative profiles (i.e., low level of intrinsic, social, and status work values). These results support the importance of considering work values in organizational and career development interventions, and to do so using a person-centered approach, to better understand need satisfaction and frustration at work.