Anders Dysvik

Journal of Vocational Behavior 140 Doi: https://doi.org/10.1016/j.jvb.2022.103809

We draw on the conservation of resources theory to examine how upward and horizontal career transitions contribute to both objective and subjective career success among a longitudinal sample, covering the first 10 to 15 years of their career. Further, we adopt socioemotional-selective theory to investigate how upward and horizontal career transitions contribute differently to career success from a lifespan perspective. Latent growth curve analysis revealed that increases in upward and horizontal career transitions over time were positively related to increases in objective career success and positively related to subjective career success. As expected, the positive effect of horizontal transitions on objective career success was stronger for younger individuals. Contrary to our expectations, upward transitions had a stronger effect on the objective career success of older individuals. We found no age effects on subjective career success. This study helps to further our understanding of how different types of career movements contribute to career success, and the types of transitions that are important for individuals of different ages.

Journal of Managerial Psychology 36(2) p. 156-169 Doi: https://doi.org/10.1108/JMP-02-2020-0107

Intrinsic motivation is held as critical for employees’ willingness to be flexible (WTBF). Yet empirical research suggests that employees who find work intrinsically satisfying could resist work changes. In this study, we predict that the relationship between intrinsic motivation and employees’ WTBF will become more positive as intrinsic motivation advances beyond moderate levels. We also examine the role developmental supervisor support plays in generating the critical threshold of intrinsic motivation needed for it to be positively related with WTBF. Our study provides insight into how and when intrinsic motivation increases employees’ WTBF and into the degree of developmental support needed to facilitate a positive relationship between these variables.

Journal of Vocational Behavior 130 Doi: https://doi.org/10.1016/j.jvb.2021.103612

Subjective career success continues to be a critical topic in careers scholarship due to ever changing organizational and societal contexts that make reliance upon external definitions of success untenable or undesirable. While various measures of subjective career success have been developed, there is no measure that is representative of multiple nations. In this study, we develop and validate a new subjective career success scale, which is unique from currently available measures in that it was developed and validated across a broad representation of national cultures. We validated the scale across four phases and several studies cumulatively involving 18,471 individual respondents from 30 countries based upon the GLOBE and Schwartz cultural clusters. This scale allows for addressing career success differences both within and across cultures. It is also easily applicable in everyday practice for companies operating in multi-country contexts. We explore theoretical and practical implications.

Military Psychology 32(3) p. 237-246 Doi: https://doi.org/10.1080/08995605.2020.1724752

The goal of personnel selection is to find predictors that, together, maximize the explained variance in important job outcomes such as Task Performance or Work Engagement. Common predictors include Intelligence and Big Five Personality. Using Person-Organization Fit (P-O Fit) for selection purposes has been discussed, but, beyond Intelligence and Personality, evidence of the incremental predictive validity of P-O Fit in relation to task performance and work engagement is scarce. This study examines the practical utility of indirectly measured P-O Fit as a selection tool in a military setting. Measures of objective P-O Fit were obtained from actual applicants in a military selection setting and combined with self-report measures of Work Engagement upon organizational entry, and supervisor-rated Task Performance approximately two weeks later. P-O Fit predicted both Task Performance (R2 = .041) and Work Engagement (R2 = .038). More importantly, P-O Fit yielded incremental predictive validity in relation to both outcomes, also after controlling for intelligence and personality traits. While our initial models (including age, gender, intelligence, and personality) explained 25.1% and 5.8% of the variance in work engagement and task performance, respectively, this increased to 26.3% and 6.3%, respectively, after the inclusion of P-O Fit. Implications for practical use in selection systems are discussed.

Fagbokforlaget

International Journal of Human Resource Management 31(9) p. 1157-1179 Doi: https://doi.org/10.1080/09585192.2020.1737832

For this study, we adopted a psychological contract-based perspective to investigate whether the fulfillment of perceived developmental promises made to employees is positively related to their willingness to accept internal job-related changes when needed by the organization, a construct we refer to as the willingness to be internally employable. We also examined the role played by line managers in facilitating employees’ willingness to be internally employable by fulfilling perceived developmental promises. We tested our conceptual model with data collected from ninety-eight recently hired employees in a Norwegian organization under an initiative emphasizing employee development. We found that developmental promise fulfillment is more important for employees’ willingness to be internally employable in this context than any perceived provision of developmental inducements in isolation. Further, we found that employee perceptions of the developmental support provided by their line manager related positively to their willingness to be internally employable by way of developmental promise fulfillment; however, this was not the case with perceived developmental inducements. Our findings support the importance of developmental promise fulfillment in fostering employee willingness to be internally employable and the critical role played by line managers in fulfilling developmental promises that employees believe have been made by their organization.

Frontiers in Psychology 11 Doi: https://doi.org/10.3389/fpsyg.2020.01107

Emerging trends in the workforce point to the necessity of facilitating work lives that foster constructive and balanced relationships between professional and private spheres in order to retain employees. Drawing on the conservation of resources theory, we propose that motivational climate influences turnover intention through the facilitation of work–home spillover. Specifically, we argue that employees working in a perceived mastery climate are less likely to consider voluntarily leaving their employer because of increased positive–and reduced negative—work–home spillover experiences. We further argue that employees working in a perceived performance climate are more likely to consider voluntarily leaving their employer because of reduced positive—and increased negative—work–home spillover experiences. In a cross—lagged survey of 1074 employees in a Norwegian financial-sector organization, we found that work–home spillover partly mediates the relationship between a perceived motivational climate and turnover intention. Specifically, mastery climates seem to facilitate positive—and reduce negative—spillover between the professional and private spheres, which in turn decreases employees’ turnover intention. Contrary to our expectations, a perceived performance climate slightly increased both positive and negative work-home spillover, however increasing employees’ turnover intention. We discuss implications for practice and future research.

The Routledge Companion to Career Studies Doi: https://doi.org/10.4324/9781315674704-8

Frontiers in Psychology 11 p. 1-13 Doi: https://doi.org/10.3389/fpsyg.2020.01326

In the present study, we investigated the stability and malleability of cadets’ definitions of success (mastery and performance goal orientations) contextualized within a certain motivational climate (mastery and performance climates). Based on data from three military academies, the results revealed that cadets’ goal orientations and their perceptions of the motivational climate remained relatively stable throughout the 2 years of study across three time-points. We also found that a mastery climate predicted individual mastery orientation, and that a performance climate predicted individual performance orientation. These findings contribute to achievement goal theory by clarifying the importance of considering goal orientation contextualized within a certain motivational climate over time. Implications for future research and practice are discussed.

Economic and Industrial Democracy: an international journal 43(2) Doi: https://doi.org/10.1177/0143831X20925544

This article examines the relationship between the deterioration of working conditions concomitant with macroeconomic turbulence and employees’ citizenship, i.e. discretionary effort, towards the organisation. In particular, this study focuses on teams and how to redress the employee backlash against the increasing adversity experienced. Having collected data from 151 employees in 23 Cypriot small and medium enterprise teams during a macroeconomic crisis, the findings demonstrate that adverse working conditions relate negatively to discretionary effort only for those teams with low and moderate levels of information sharing. The study highlights the vital role of team information sharing in dampening the negative workplace repercussions of a deeply recessional economy.

Motivation and Emotion 44 p. 525-533 Doi: https://doi.org/10.1007/s11031-020-09828-4

A core question in research on compensation and motivation is whether individual variable pay for performance (IVPFP) can undermine intrinsic motivation in the workplace. We investigated the mediating role of a controlling efect on the relationship between the amount of IVPFP received and intrinsic motivation. In a three-wave study of 304 employees from eight European countries, we found that a controlling efect mediated the negative association between IVPFP and intrinsic motivation. These fndings support the proposition from self-determination theory that fnancial rewards can have a controlling efect that decreases intrinsic motivation. Theoretical and practical implications for compensation and motivation in the workplace are discussed.

Journal of Organizational Behavior 40 Doi: https://doi.org/10.1002/job.2407

In our introduction to this special issue on understanding knowledge hiding in organizations, we provide some context to how and why this phenomenon should be studied. We then describe the five articles that comprise the special issue, and we note some common themes and divergences in this collection. Our introduction concludes with some suggestions for future research on knowledge hiding in organizations.

Journal of Knowledge Management 23(8) Doi: https://doi.org/10.1108/JKM-12-2018-0734

Purpose Although organizations expect employees to share knowledge with each other, knowledge hiding has been documented among coworker dyads. This paper aims to draw on social exchange theory to examine if and why knowledge hiding also occurs in teams. Design/methodology/approach Two studies, using experimental (115 student participants on 29 teams) and field (309 employees on 92 teams) data, explore the influence of leader-member exchange (LMX) on knowledge hiding in teams, as well as the moderating role of collective (team-level) prosocial motivation. Findings The results of experimental Study 1 showed that collective prosocial motivation and LMX reduce knowledge hiding in teams. Field Study 2 further examined LMX, through its distinctive economic and social facets, and revealed the interaction effect of team prosocial motivation and social LMX on knowledge hiding. Originality/value This study complements existing research on knowledge hiding by focusing specifically on the incidence of this phenomenon among members of the same team. This paper presents a multi-level model that explores collective prosocial motivation as a cross-level predictor of knowledge hiding in teams, and examines economic LMX and social LMX as two facets of LMX.

Human Resource Management Journal Doi: https://doi.org/10.1111/1748-8583.12247

Careers exist in a societal context that offers both constraints and opportunities for career actors. Whereas most studies focus on proximal individual and/or organisational‐level variables, we provide insights into how career goals and behaviours are understood and embedded in the more distal societal context. More specifically, we operationalise societal context using the career‐related human potential composite and aim to understand if and why career goals and behaviours vary between countries. Drawing on a model of career structuration and using multilevel mediation modelling, we draw on a survey of 17,986 employees from 27 countries, covering nine of GLOBE's 10 cultural clusters, and national statistical data to examine the relationship between societal context (macrostructure building the career‐opportunity structure) and actors' career goals (career mesostructure) and career behaviour (actions). We show that societal context in terms of societies' career‐related human potential composite is negatively associated with the importance given to financial achievements as a specific career mesostructure in a society that is positively related to individuals' proactive career behaviour. Our career mesostructure fully mediates the relationship between societal context and individuals' proactive career behaviour. In this way, we expand career theory's scope beyond occupation‐ and organisation‐related factors.

Annual Review of Organizational Psychology and Organizational Behavior 6 p. 115-144 Doi: https://doi.org/10.1146/annurev-orgpsych-041015-062547

Goal orientation, a theory that originated primarily in the educational and social psychology fields, has emerged in the past two decades as a prominent theory in organizational psychology and organizational behavior. We review the state of affairs for goal orientation research with the following roadmap. First, we discuss the historical roots of goal orientation. Next, we summarize the nomological network of goal orientation and describe the processing frameworks associated with goal orientation factors. We then discuss the crucial role of moderator variables to explain the notable variance found in goal orientation– outcome variable relationships. We next summarize the research findings on the relationship of goal orientation with the proximal mediator and distal outcome variables. We conclude the review with a miles-to-go discussion of several major issues currently faced in goal orientation research.

Proceedings of the 50th Nordic Human Factors and Ergonomics Society Conference (NES 2019) Doi: https://doi.org/10.11581/00000061

Human Resource Development Quarterly Doi: https://doi.org/10.1002/hrdq.21324

This is a methodological presentation of the relationship between semantics and survey statistics in human resource development (HRD) research. This study starts with an introduction to the semantic theory of survey response (STSR) and proceeds by offering a guided approach to conducting such analyses. The reader is presented with two types of semantic algorithms and a brief overview of how they are calculated and how they can be accessed by interested researchers. Subsequently, we use semantic data to reanalyze a previously published study on the relationships between perceptions of a trainee program, intrinsic motivation, and work outcomes. The semantic algorithms can explain between 31 and 55% of the variation in the observed correlations. This article shows how the statistical models originally used to explore the survey data can be replicated using semantics either alone or as an identifiable source of variation in the data. All the steps are presented in detail, and the datasets as well as the statistical syntax necessary to perform the analyses are made available to the readers. Implications for methodology and the improvement of predictive validity in HRD research are discussed.

Journal of Knowledge Management 22(7) p. 1489-1509 Doi: https://doi.org/10.1108/JKM-05-2017-0179

Purpose The belief that knowledge actually expands when it is shared has been deeply rooted in the mainstream knowledge management literature. Although many organizations and managers expect employees to share their knowledge with their colleagues, this does not always occur. This study aims to use the conservation of resources theory to explain why employees who experience greater time pressure are more likely to engage in knowledge hiding; it further considers how this behavior may be moderated by these employees’ prosocial motivation and perspective taking. Design/methodology/approach The paper uses quantitative multi-study research design as a combination of two-wave field study among 313 employees at an insurance company and a lab experimental study. Findings In the field study (Study 1), the authors find that perceived time pressure is positively related to knowledge hiding. Furthermore, this relationship is moderated by prosocial motivation: employees who perceive greater time pressure hide knowledge only when they are low in prosocial motivation. An experiment (Study 2) replicates these findings, and finds that perspective taking mediates the moderating effect of prosocial motivation on the relationship between time pressure and knowledge hiding. Research limitations/implications Despite its many contributions, the present research is also not without limitations. Study 1 was a cross-lagged sectional field study with self-reported data (although the two-wave design does help alleviate common-method-bias concerns). Causality concerns were further alleviated by using additional experimental study. Practical implications The paper highlights important reasons why people hide knowledge at work (because of experienced time pressure) as well as identifies two interlinked potential remedies (prosocial motivation and perspective taking) to reduce knowledge hiding. Originality/value This paper contributes to expanding nomological network of knowledge hiding construct by extending the set of known antecedents and contingencies.

Journal of Organizational Behavior Doi: https://doi.org/10.1002/job.2316

Human Resource Management 57(6) p. 1455-1468 Doi: https://doi.org/10.1002/hrm.21918

Journal of Organizational Behavior Doi: https://doi.org/10.1002/job.2329

In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.

Human Resource Management 57(5) p. 1285-1302 Doi: https://doi.org/10.1002/hrm.21904

While previous studies have increased our knowledge of how employees’ perceptions of devel-opment practices influence employee outcomes, the role of potential contingencies in this rela-tionship remains relatively unexplored. In the present study, we set out to contribute to thisresearch by exploring whether congruence or lack of congruence between perceived employeedevelopment practices and the perceived motivational climate at work influence employee per-formance and turnover intention. A field study among 169 employees from a Norwegian finan-cial organization revealed that lack of congruence may be detrimental in terms of workperformance and turnover intention. Implications for practice and future research arediscussed.

Global Talent Management p. 124-141 Doi: https://doi.org/10.4324/9781315200170-8

Journal of Organizational Behavior 39(4) p. 429-447 Doi: https://doi.org/10.1002/job.2241

Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor‐rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.

Human Resource Management Journal Doi: https://doi.org/10.1111/1748-8583.12218

International Journal of Stress Management 25(2) p. 163-180 Doi: https://doi.org/10.1037/str0000057

This study explored the relationship between obsessive and harmonious passion for work and burnout, as well as the moderating roles of perceived supervisor support and perceived coworker support. A longitudinal, 3-wave study was conducted among 1,263 members of a large Norwegian workers’ union across a 10-month time span. Harmonious passion for work was related to a decrease in exhaustion and cynicism over time, whereas obsessive passion for work was stably and positively related to exhaustion and cynicism. Furthermore, we suggested that a situational contingency in the form of support perceptions may reduce the negative outcome of obsessive passion but found that this attenuation may depend on the level of the obsessive passion. By applying the Johnson-Neyman statistical technique, we showed that the level of obsessive passion is important in understanding when a supporting environment is actually helpful in protecting against burnout. We still recommend careful selection of coworkers who are genuinely caring and considerate of others, as well as facilitating good relationships at work. However, we also discuss how high levels of obsessive passion might prevent certain employees from gaining from the effects of coworker support

European Management Review 16(2) p. 285-302 Doi: https://doi.org/10.1111/emre.12151

Not all creative ideas end up being implemented. Drawing on micro‐innovation literature and achievement goal theory, we propose that the interplay of two types of work motivational climates (mastery and performance) moderates a curvilinear relationship between the frequency of idea‐generation and idea‐implementation behavior. Field studies in two non‐Western countries (China, with a study of 117 employees nested within 21 groups, and Slovenia, with a study of 240 employees nested within 34 groups) revealed a three‐way interaction of idea generation, performance climate, and mastery climate as joint predictors of idea implementation. Specifically, results of random coefficient modeling show that when combined, mastery and performance climates transform the relationship between the frequency of idea generation and idea implementation from an inverse U‐shaped curvilinear relationship to a positive and more linear one. These findings suggest that ideas are most frequently implemented in organizational contexts characterized by both high‐mastery and high‐performance climates. Implications for research and practice are discussed.

Ledelse i fremtidens skole p. 73-96

Journal of Economic Psychology 61 p. 244-258 Doi: https://doi.org/10.1016/j.joep.2017.05.004

International Journal of Human Resource Management 31 p. 408-531 Doi: https://doi.org/10.1080/09585192.2017.1350734

The global human resource management casebook p. 87-95

The Cambridge Handbook of Workplace Training and Employee Development p. 471-494 Doi: https://doi.org/10.1017/9781316091067.022

What is the impact of training and development activities at work? In this chapter we argue that such a question should not only be an academic concern but also one that gets is built into all decisions about training. The purpose of our chapter is to investigate how training can contribute to development of systems thinking of trainees as seen through three lenses of building impact; the realm of business impact, the realm beneficiary impact and the realm of societal impact. We thus contribute to a system thinking training by developing and illustrating a framework where we deepen, reorient and expand systemic approaches along these three sets of systemic realms. We reason from three main sets of contrasting empirical examples.

Human Resource Management 56(3) p. 519-531 Doi: https://doi.org/10.1002/hrm.21785

In the present study, we investigated the relationship between perceived constructiveness and perceived immediacy and frequency of supervisor performance feedback and work performance. In two pilot studies, we obtained support for the two-dimensionality of our measure of supervisor performance feedback. In the main study, perceived constructiveness of supervisor performance feedback and work performance was positively related when perceived immediacy and frequency of supervisor performance feedback was high. We discuss theoretical and practical implications and directions for future research

Human Resource Management Journal 27(2) p. 281-299 Doi: https://doi.org/10.1111/1748-8583.12132

This study investigates the multilevel interplay among team-level, job-related, and individual characteristics in stimulating employees’ innovative work behavior (IWB) based on the theoretical frameworks of achievement goal theory (AGT) and job characteristics theory (JCT). A multilevel two-source study of 240 employees and their 34 direct supervisors in two medium-sized Slovenian companies revealed significant two- and three-way interactions, where a mastery climate, task interdependence, and decision autonomy moderated the relationship between knowledge hiding and IWB. When employees hide knowledge, a team mastery climate only facilitates high levels of IWB if accompanied by either high task interdependence or high decision autonomy. In the absence of one of these job characteristics, knowledge hiding prevents higher levels of IWB even in the case of strong team mastery climate. The results suggest that multiple job design antecedents are necessary to neutralize the negative influence of knowledge hiding on micro-innovation processes within organizations.

Human Resource Management 56(1) p. 25-49 Doi: https://doi.org/10.1002/hrm.21774

“Worthless,” “money burning,” or “black holes” is how media and professionals describe compliance practices today. Practitioners are unenthusiastic ab out con-trol systems, codes of conducts, and systems for compliance management that are increasing in volume but not in effectiveness. In order to help practitioners clarify what actually makes employees comply with their compliance program, this study examines intrinsic and extrinsic motivators of 119 employees from procurement and sales. We contribute to the existing motivation literature, test-ing the self-determination theory in low and high hierarchical levels. Our fi nd-ings show that intrinsic motivators are more strongly and positively related to compliance intention on higher hierarchical levels than the lower ones. How-ever, employees from higher hierarchies show overall less compliance intention than employees from lower hierarchies.

International Journal of Human Resource Management 27(12) p. 1237-1251 Doi: https://doi.org/10.1080/09585192.2015.1061579

Mastery-avoidance (MAv) goals are recognized to be detrimental as they arouse counterproductive work-related behaviours. In the current literature, MAv goals are assumed to be more predominant among newcomers and longer tenured employees. The alleged relationship provides important implications but yet has received scant empirical attention. In response, this study examines the proposed U-shaped curvilinear relationship between organizational tenure and MAv goal orientation. In addition, the potential moderating role of psychological empowerment on this curvilinear relationship is investigated. Based on data from 655 certified accountants, the results support the existence of the hypothesized curvilinear relationship. Also, it revealed that for employees who experience higher levels of psychological empowerment, the U-shaped relationship between organizational tenure and MAv goal orientation becomes flattened. Implications and future research are discussed.

Motivation and Emotion 40(5) p. 667-680 Doi: https://doi.org/10.1007/s11031-016-9574-6

This study investigated relations between pay-for-performance incentives designed to vary in instrumentality (annual pay-for-performance, quarterly pay-for-performance, and base pay level) and employee outcomes (self-reported work effort and turnover intention) in a longitudinal study spanning more than 2 years. After controlling for perceived instrumentality, merit pay increase, and the initial values of the dependent variables, the amount of base pay was positively related to work effort and negatively related to turnover intention, where both relationships were mediated by autonomous motivation. The amounts of quarterly and annual pay-for-performance were both positively related to controlled motivation, but were differently related to the dependent variables due to different relations with autonomous motivation.

Management Learning

Cappelen Damm Akademisk

European Journal of Work and Organizational Psychology 25(3) p. 363-383 Doi: https://doi.org/10.1080/1359432X.2015.1077809

In today’s quickly changing work environment, many individuals want to be creative at their workplace, but only some of them succeed at manifesting these tendencies. In three studies, using both field and experimental data, we focused on transforming individuals’ preference for creativity, defined as an inclination for liking and wanting to be creative, into actual creativity. We first conducted a pilot Study 1 to establish discriminant validity to related constructs and provided initial evidence on its predictive and incremental validity. Next, we performed a field Study 2, where we found that transforming preferences for creativity into supervisor-rated creativity is contingent upon employees’ perceptions of clear outcome goals. Clear outcome goals fostered individuals’ preference for creativity to result in higher levels of supervisor-rated creative behavior—a finding that was replicated in an experimental Study 3. Furthermore, we explored whether work enjoyment mediated the moderated relationship between preference for creativity and creative outcomes. The results supported our mediated moderation model, whereby the manipulation of clear goals led to higher work enjoyment, influencing individuals’ preference for creativity to result in higher ratings of their creative outcomes.

Military Behavioral Health 4(4) p. 398-408 Doi: https://doi.org/10.1080/21635781.2016.1187099

Drawing upon achievement goal theory (AGT) and self-determination theory (SDT), a longitudinal study was conducted among 248 military cadets across a two-year time span. The results showed that mastery orientation at Time 1 was positively associated with intrinsic motivation at Time 2 after controlling for intrinsic motivation at Time 1. Furthermore, intrinsic motivation assessed at Time 2 was positively associated with maximal oxygen uptake (VO2 max) at Time 3 after controlling for VO2 max at Time 2. This suggests that military cadets who strive to improve their personal performance (i.e., mastery-oriented individuals) are more likely to exhibit an increase in their level of VO2 max and that this increase can be attributed to increased intrinsic motivation.

Journal of Managerial Psychology 31(1) p. 50-60 Doi: https://doi.org/10.1108/JMP-04-2013-0117

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 29-38

Produktiv motivasjon i arbeidslivet p. 167-193

Produktiv motivasjon i arbeidslivet p. 21-34

Human Resource Management 55(3) p. 401-412 Doi: https://doi.org/10.1002/hrm.21680

In this study, we investigated whether perceiving goals as invariable is negatively related to work performance and whether this relationship is mediated by perceived job autonomy. Perceiving goals as invariable refers to the extent to which employees believe that the goals in a performance management system represent absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In support of our hypotheses, we found a negative relationship between perceiving goals as invariable and work performance and that perceived job autonomy mediated this relationship. Theoretical and practical implications and directions for future research are discussed

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2016.10864abstract

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 335-344

Organizational Dynamics 45(3) p. 197-205 Doi: https://doi.org/10.1016/j.orgdyn.2016.07.005

Edward Elgar Publishing

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 103-113

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 1-13

International Journal of Human Resource Management 27(9) p. 909-927 Doi: https://doi.org/10.1080/09585192.2015.1045008

Human Resource Management 54(4) p. 623-635 Doi: https://doi.org/10.1002/hrm.21635

Leadership & Organization Development Journal 36(1) p. 35-53 Doi: https://doi.org/10.1108/LODJ-11-2012-0145

Human Resource Management, Innovation and Performance Doi: https://doi.org/10.1057/9781137465191_11

Dagens næringsliv

Academy of Management Journal 57(1) p. 172-192 Doi: https://doi.org/10.5465/amj.2012.0122

Journal of Management Inquiry 23(4) p. 373-378 Doi: https://doi.org/10.1177/1056492614528577

Leadership & Organization Development Journal 35(8) p. 725-739 Doi: https://doi.org/10.1108/LODJ-09-2012-0121

Journal of Management Studies 51(6) Doi: https://doi.org/10.1111/joms.12085

The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory p. 218-228

Leadership Quarterly 25(5) p. 987-1000 Doi: https://doi.org/10.1016/j.leaqua.2014.05.003

In two studies using both field (165 employees and their 24 direct supervisors from a manufacturing firm in Study 1) and experimental (123 second-year undergraduate student participants in lab Study 2) data, we explore how perceived supervisor support acts as a crucial contingency that enables higher levels of idea implementation from creative-idea generation. First, we suggest that excessive creative-idea generation (in terms of both frequency and creativity of ideas) can lead to diminished returns with regards to idea implementation. Drawing on a resource allocation framework, we hypothesize and find a curvilinear inverse U-shaped relationship between employee creative-idea generation and implementation. Second, we examine perceived supervisor support as a moderator of the curvilinear inverse U-shaped relationship between idea generation and implementation. In line with our second hypothesis, we find that higher levels of perceived supervisor support dampen the curvilinear relationship between creative-idea generation and idea implementation. Accordingly, perceived supervisor support seems to provide employees with access to resources and support needed for idea implementation, making highly creative ideas more implementable.

Personnel Review 43(2) p. 246-271 Doi: https://doi.org/10.1108/PR-01-2012-0008

Journal of Managerial Psychology 29(8) p. 938-952 Doi: https://doi.org/10.1108/JMP-08-2012-0246

European Journal of Work and Organizational Psychology 23(5) p. 729-738 Doi: https://doi.org/10.1080/1359432X.2013.764602

International Journal of Human Resource Management 24(1) p. 94-109 Doi: https://doi.org/10.1080/09585192.2012.669785

This study investigated whether the relationship between temporary employees' perceived investment in employee development and work outcomes was moderated by temporary employees' perceived investment in standard employee development (PISED). A study among 2022 Norwegian temporary employees showed that the relationship between perceived investment in temporary employee development and in-role and contextual performance was moderated by the temporary employees' PISED. These results suggest that client organizations that invest more in standard employee development will get the most of their investments in temporary employee development. Implications for practice and future research are discussed.

Journal of Applied Social Psychology 43(5) p. 1050-1064 Doi: https://doi.org/10.1111/jasp.12068

The purpose of this study was to empirically investigate the relationship between psychological need satisfaction and intrinsic motivation as proposed by self-determination theory. Three competing hypotheses regarding the relations between need satisfaction and intrinsic motivation were tested: additive, synergistic and balance. Two cross-sectional studies involving 1254 employees from a broad range of Norwegian service organizations partly supported the first two hypotheses. Though the relationship between satisfaction of the needs for autonomy and relatedness with intrinsic motivation were significant, the one with satisfaction of the need for competence was not. Instead, competence was only related to intrinsic motivation when autonomy was high. Implications for practice and future research are discussed.

British Journal of Social Psychology 52 p. 412-430 Doi: https://doi.org/10.1111/j.2044-8309.2011.02090.x

This research explored the roles of intrinsic and extrinsic motivation and the 2 x 2 model of achievement goals as predictors of increased work effort. A cross-lagged field study was conducted among 1,441 employees from three large Norwegian service organizations across a 10-month time span. The results showed that the relationship between intrinsic motivation and increased work effort was more positive for employees with high levels of mastery-approach goals. This observation suggests that having congruent goals may accentuate the positive relationship between intrinsic motivation and work effort.

BI Leadership Magazine p. 6-7

European Journal of Work and Organizational Psychology 22(5) p. 563-573 Doi: https://doi.org/10.1080/1359432X.2012.667215

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.

Human Resource Management 51(5) p. 651-664 Doi: https://doi.org/10.1002/hrm.21494

Human Resource Management 51(2) p. 167-187 Doi: https://doi.org/10.1002/hrm.21464

Leadership Quarterly 23(5) p. 756-765 Doi: https://doi.org/10.1016/j.leaqua.2011.12.013

Economic and Industrial Democracy: an international journal 32(2) p. 261-284 Doi: https://doi.org/10.1177/0143831x10371990

Global Human Resource Management Casebook p. 101-111

European Journal of Work and Organizational Psychology 20(3) p. 367-387 Doi: https://doi.org/10.1080/13594321003590630

The purpose of this study was to explore an alternative relationship between job autonomy and employee outcomes. In contrast to the dominating view that perceived job autonomy leads to increased levels of intrinsic motivation and in turn work performance, we developed a hypothesis proposing that intrinsic motivation moderates the relationship between perceived job autonomy and work performance. Two cross-sectional surveys among 302 employees from different Norwegian service organizations showed that the relationship between perceived job autonomy and both self-reported and line-manager rated work quality was moderated by intrinsic motivation. The form of the moderation revealed a positive relationship only for employees high in intrinsic motivation in both studies. Implications for practice and directions for future research are discussed.

Human Resource Development International 13(4) p. 409-423

Personnel Review 39(5) p. 622-638 Doi: https://doi.org/10.1108/00483481011064172

Human Resource Management Journal 20(2) p. 138-156 Doi: https://doi.org/10.1111/j.1748-8583.2009.00120.x

Journal of Vocational Behavior 77(1) p. 93-103 Doi: https://doi.org/10.1016/j.jvb.2010.02.009

International Journal of Human Resource Management 21(13) p. 2339-2357 Doi: https://doi.org/10.1080/09585192.2010.516589

International Journal of Managing Projects in Business 2(4) p. 479-498

Human Resource Management Journal 19(3) p. 217-236

Journal of Applied Social Psychology 39(10) p. 2499-2524 Doi: https://doi.org/10.1111/j.1559-1816.2009.00535.x

B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM p. 139-176

Educational Psychology 28(7) p. 747-756 Doi: https://doi.org/10.1080/01443410802259253

International Journal of Training and Development 12(3) p. 138-159