近年来员工工作嵌入性在人员离职研究中受到广泛关注，虽然职内嵌入的效用在不同的文化环境和职业领域内得到了验证，职外嵌入性对人员自动离职的缓冲作用并没有得到一致的实证支持。基于认同理论和工作-家庭冲突的研究文献，本文提出假设，认为职外嵌入性对职内嵌入性与自动离职的关系起调节作用。与此同时，虽然员工离职的文献中涉及决策机制，决策机制的效用在实证中却甚少被验证。基于决策过程模型，作者假设员工的最大化或者满意化的倾向解释了职内嵌入减少人员离职的原因，同时假设冒险倾向调节职内嵌入与最大化倾向之间的关系，工作搜寻自我效能对职内嵌入与最大化倾向之间的关系产生抑制效应。本文采用实验和调查对假设进行了验证。 / 结果显示，职外嵌入性低的情形下，职内嵌入与人员离职意向负相关；职外嵌入性高时，职内嵌入与人员离职意向仍呈负相关，但关系较弱。职内嵌入与最大化倾向负相关，工作搜寻自我效能对最大化倾向产生影响，最大化倾向作为中介变量解释了职内嵌入对员工离职意向的影响。文章的结论部分对以上结果进行了解释，并探讨了本文在理论上与实践上的意义。 / Job embeddedness is a retention construct, which has received considerable amount of attention in turnover research. While the utility of on-the-job embeddedness has been extensively validated across different cultures and occupations, the buffering effect of off-the-job embeddedness has not been consistently supported. Drawing from identity theory and work-family conflict literature, the current study proposes an interaction effect of off-the-job embeddedness on the relationship between on-the-job embeddedness and turnover intention. Meanwhile, although the decision making mechanism has been identified in the turnover literature, it has not been adequately tested empirically. Based on the generalized decision process, I propose that employees’ maximizing/satisficing tendency explains why on-the-job embeddedness reduces turnover, and the process is moderated by risk propensity and suppressed by job search self-efficacy. / Hypotheses were generated on the relationships and tested, using data collected from an experiment using the student sample and a survey from employees working in IT companies. Results showed that the negative relationship between on-the-job embeddedness and turnover intention was weaker when off-the-job embeddedness was high, compared with the negative relationship in the condition that off-the-job embeddedness was low. Meanwhile, on-the-job embeddedness was negatively related to individual maximizing tendency, and the maximizing tendency mediated the relationship between on-the-job embeddedness and turnover intention. Job search self-efficacy also influenced individual maximizing tendency. The practical and theoretical implications, limitations and future research were discussed. / Detailed summary in vernacular field only. / Detailed summary in vernacular field only. / Gong, Yuanyuan. / Thesis (Ph.D.)--Chinese University of Hong Kong, 2012. / Includes bibliographical references (leaves 89-103). / Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. / Abstract also in Chinese; appendix B in Chinese. / List of Figures --- p.iii / List of Tables --- p.iv / Abstract (English) --- p.v / ABSTRACT (CHINESE) --- p.vi / Acknowledgement --- p.vii / Chapter Chapter 1 --- Introduction --- p.1 / Chapter 1.1 --- Problem Statement --- p.2 / Chapter 1.2 --- Research Questions --- p.4 / Chapter CHAPTER 2 --- LIterature review and Theoretical Framework --- p.8 / Chapter 2.1 --- Turnover Studies --- p.11 / Chapter 2.1.1 --- Antecedents --- p.12 / Chapter 2.1.2 --- Turnover Studies - Processes --- p.15 / Chapter 2.1.3 --- Summary of turnover studies --- p.18 / Chapter 2.2 --- Definition of Job Embeddedness --- p.19 / Chapter 2.2.2 --- Fit --- p.20 / Chapter 2.2.3 --- Sacrifice --- p.20 / Chapter 2.3 --- Empirical Evidence of On-the-job Embeddedness --- p.22 / Chapter 2.4 --- Off-the-job Embeddedness and Turnover --- p.23 / Chapter 2.5 --- On-the-job Embeddedness and Turnover Process --- p.28 / Chapter 2.5.1 --- Job choice models --- p.29 / Chapter 2.5.2 --- Maximizing and satisficing --- p.31 / Chapter 2.6 --- Job Choice Tendency in Turnover --- p.32 / Chapter 2.6.1 --- On-the-job embeddedness and maximizing tendency --- p.33 / Chapter 2.6.2 --- Job search tendency and employee turnover --- p.35 / Chapter 2.6.3 --- The mediating role of maximizing tendency --- p.37 / Chapter 2.7 --- Moderating Role of Risk Propensity --- p.38 / Chapter 2.8 --- Job Search Self-efficacy - An Alternative Perspective --- p.40 / Chapter 2.9 --- Summary of Hypotheses --- p.42 / Chapter Chapter 3 --- Methods --- p.43 / Chapter 3.1 --- Study 1 The Experiment --- p.43 / Chapter 3.1.1 --- Participants --- p.43 / Chapter 3.1.2 --- Experimental design and procedures --- p.43 / Chapter 3.1.3 --- Results --- p.45 / Chapter 3.2 --- Study 2 The Survey --- p.47 / Chapter 3.2.1 --- Participants and procedure --- p.47 / Chapter 3.2.2 --- Measures --- p.48 / Chapter CHAPTER 4 --- RESULTS --- p.52 / Chapter 4.1 --- Correlations --- p.52 / Chapter 4.2 --- Factor Analysis --- p.54 / Chapter 4.3 --- Hypotheses Testing --- p.59 / Chapter 4.4 --- Post Hoc Analysis --- p.67 / Chapter Chapter 5 --- Discussion and conclusion --- p.73 / Chapter 5.1 --- Key Findings --- p.74 / Chapter 5.1.1 --- Off-the job embeddedness as a moderator --- p.74 / Chapter 5.1.2 --- The mediating role of maximizing tendency --- p.77 / Chapter 5.1.3 --- The moderating role of risk propensity --- p.79 / Chapter 5.2 --- Theoretical Implications --- p.80 / Chapter 5.3 --- Practical Implications --- p.83 / Chapter 5.4 --- Limitations --- p.84 / Chapter 5.5 --- Future Research --- p.86 / Chapter 5.6 --- Conclusion --- p.88 / REFERENCES --- p.89 / Chapter APPENDIX A --- Scenarios used in the experiment --- p.104 / Chapter APPENDIX B --- Questionnaire used in the survey (Chinese version) --- p.106

This study examines organisational change within the Gauteng Department of Infrastructure Development (DID) “the Department”, focusing on the strategies that should have been implemented in order to reduce the resistance to change and minimise the negative impact change brought to the employees. The study also focuses on employee satisfaction and the impact of change on the psychological contracts from a broad perspective of employees within the organisation.

Gong, Yuanyuan. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2009. / Includes bibliographical references (leaves 80-93). / Abstract and some appendixes also in Chinese. / LIST OF TABLES --- p.ii / LIST OF FIGURES --- p.iii / ABSTRACT --- p.iv / ABSTRACT IN CHINESE --- p.vi / ACKNOWLEDGEMENT --- p.vii / Chapter CHAPTER 1 --- INTRODUCTION --- p.1 / Chapter 1.1 --- Problem Statement --- p.2 / Chapter 1.2 --- Research Questions --- p.3 / Chapter 2.1 --- Turnover Study --- p.7 / Chapter 2.1.1 --- Antecedents --- p.8 / Chapter 2.1.2 --- Processes --- p.10 / Chapter 2.3 --- Five-Factor Model of Personality --- p.13 / Chapter 2.3.1 --- Five-Factor Model and Turnover --- p.14 / Chapter 2.2 --- Job Embeddedness --- p.18 / Chapter 2.2.1 --- Links --- p.18 / Chapter 2.2.2 --- Fit --- p.20 / Chapter 2.2.3 --- Sacrifice --- p.21 / Chapter CHAPTER 3 --- HYPOTHESES DEVELOPMENT --- p.23 / Chapter 3.1 --- Five-Factor Model and Job Embeddedness --- p.23 / Chapter 2.4.2 --- Extraversion --- p.28 / Chapter 2.4.3 --- Conscientiousness --- p.30 / Chapter 2.4.4 --- Openness to Experience --- p.33 / Chapter 2.4.5 --- Agreeableness --- p.35 / Chapter CHAPTER 4 --- METHOD AND RESULTS --- p.38 / Chapter 4.1 --- Study 1 --- p.38 / Chapter 4.1.1 --- Participants and Procedure --- p.38 / Chapter 4.1.2 --- Measures --- p.40 / Chapter 4.1.3 --- Results --- p.43 / Chapter 4.2 --- Study 2 --- p.51 / Chapter 4.2.1 --- Job Embeddedness as a Mediator --- p.51 / Chapter 4.2.2 --- Participants and Measures --- p.60 / Chapter 4.2.3 --- Results --- p.60 / Chapter CHAPTER 5 --- DISCUSSION AND CONCLUSION --- p.71 / Chapter 5.1 --- Key Findings --- p.17 / Chapter 5.2 --- Implications --- p.76 / Chapter 5.3 --- Limitations and Future Directions --- p.77 / REFERENCES --- p.80 / APPENDIX A Questionnaire used in this study (English version) --- p.94 / APPENDIX B Questionnaire used in this study (Chinese version) --- p.97

A systematic, empirical study conducted in eight hospital operating rooms found that employees often select opportunity-dependent goals. These goals are self-set or chosen by the individual, but the opportunity to perform the goal chosen is dependent on others. For example, "learn to circulate on total joint surgeries" is a self-set, opportunity-dependent goal. The individual must be assigned to that job. It was found that when this type of goal is chosen and the individual is not given the opportunity to perform it, the individual attributes the failure to external causes. This failed opportunity-goal type was significantly related to lower motivation, whereas failed self-dependent goals (for example, "become more proficient on the computer") were related to higher motivation. It was found that the joint influence of the attributional dimensions of causality, stability, and control were affecting these differences for the two types of failed goal groups.

This research confirms that organisational creativity is of growing interest to leaders due to an an anticipated move into the information age, and the growth of the new economy. For some leaders it also represents a new post-cost-cutting strategy to ensure organisational growth and sustainability. The research used a grounded theory approach and consisted of in-depth interviews with leaders from both the profit and non-profit sectors and included 3 case studies -- the Four Corners unit at the ABC, the advertising industry and 3M. The research also includes two comparison studies, between a range of profit and non-profit organisations, most of which are renowned for creativity. The core question attempted to be answered was how can organisations become more creative. / Doctor of Philosophy (PhD)

This thesis contributes to engagement literature by clarifying what engagement is for employees in a large Australian travel retail organisation, how it can be measured, and the expected benefits for both employees and the organisation. With claims that disengagement costs the Australian economy over $30 billion annually (Hooper, 2006), the focus on engagement, particularity within the practitioner community, has grown exponentially. However, there is a lack of empirical research providing construct definition and measurement, ensuring credibility of this construct (Saks, 2006). The two main purposes of this study aimed to address this research gap by firstly producing a valid engagement survey which measured engagement and its predictors, and secondly producing a statistically tested engagement model which explained engagement, its antecedents, and consequences. The study was conducted using a mixed methods sequential design involving three projects. Project one involved the collection and analysis of 3 forms of qualitative data from which 12 main engagement themes were established and survey items generated. Document analysis, participant observation, and interviews (26) of current and former employees all served to identify themes and contextualize engagement within the organisation under study. Project two involved the development and testing of the initial engagement survey. Survey items were refined through a pilot study. The remaining items were reviewed by an expert panel, before being administered company wide returning 419 completed surveys. Exploratory factor analysis was used to refine the survey items and identify the engagement construct structure. Project three involved the validation of the engagement survey and confirmation of the engagement model. Structural equation modelling was used for this purpose. The engagement survey, which included eight driver subscales and an engagement subscale, was validated. Factors measured within the survey were similar to others cited in the literature signalling potential survey generalizability. The engagement model which included causal links between engagement, its drivers (antecedents), and outcomes (consequences) was confirmed. As anticipated, all eight engagement drivers (senior leadership, team leadership, work demands, work support, employee empowerment, continuation, customer focus and financial rewards) functioned as positive predictors of engagement. However, mixed results were found concerning engagement outcome variables. Engagement showed a positive causal relationship with personal outcomes (continuance commitment), but a negative casual relationship with organisational outcomes (customer satisfaction, and company financials). Such results question an overwhelming theme within the literature which claims a positive casual effect of engagement for both personal and organisational outcomes. Further investigation is recommended to clarify these results and explore the possibility of other variable influences. The research of this thesis incorporated both consultancy and academic literature, marrying both perspectives to produce a measure and model relevant to each orientation.

Thesis (M.A.)--University of Nevada, Reno, 2005. / "Dec. 6, 2005." Includes bibliographical references (leaves 35-42). Online version available on the World Wide Web.

<p>Diss. Stockholm : Handelshögskolan, 1991. Sammanfattning på engelska med titeln: Work motivation : a study of engineers. Spikblad saknas</p>

Background: The topical business subject, motivation, is claimed to have a positive correlation with performance, making the subject highly relevant and important for contemporary companies around the world. As capital goods industries are today changing strategies into integrated solution customer offerings, motivation at all units of the value chain is a matter of increasing importance. Being part of an integrated solution strategy, non-core units are contributing to the overall package offered to customers, but typically in less organizational focus and with lack of stability due to e.g. outsourcing trends. As their importance might at times be overlooked, what affects their motivation?Aim: The main focus of this thesis is on motivation within a non-core unit. The studied single case is an Ericsson non-core unit, SITE. The aim of this study is to contribute to an understanding of what affects motivation for employees working in a non-core unit. More closely, the authors will consider factors that can influence motivation and what ultimately affects these factors. Completion and results: With the contribution on the subject of motivating non-core employees, it is the authors understanding that employees of a non-core unit are affected by several motivational factors. Adding up the motivational factors, there are two ultimate features affecting motivation i.e. meaning and recognition. As a part of an integrated solution, and the knowledge of previously outsourced non-core units, employees need to feel that they are employed with a meaning. Further, the feature of recognition affects non-core employee motivation, and it is crucial that colleagues, other units and the organization recognize them.

Problem: Motivation is the number one problem facing businesses today. It is essential for employers to recognize what motivates employees in order to improve productivity and ensure the success of the company (Wiley, 1997). Even though employee motivation is a well researched topic, most studies have particularly focused on small domestic companies. Opportunities within MNCs and small companies are significantly different. Qualitative methods in the field of management is very limited, which the article by Cassell, Symon, Buehring and Johnson (2006) supports.  Purpose: The purpose of this dissertation is to explore what motivates employees to work. Focus will be on employees working in multinational corporations in Sweden. In order to do so, we aim to identify key factors which have an impact on motivation at work. This study will contribute with a framework of motivational factors in a organization. It will also give an insight in employees’ attitudes towards motivation and what motivation means to them.  Methodology: This thesis will use a qualitative method. The study is based on an interpretivistic philosophy with an abductive research approach. In order to answer our research question, primary data is collected through interviews with a number of employees from multinational companies in Sweden. This research strategy enables us to make investigations about work motivation. Conclusions: After analyzing the motivational factors in our study, we can make the conclusion that motivation is highly personal and differs from individual to individual. Work motivation is also not consistent over time, meaning, the factor which motivates an individual today will most likely not be the same motivational factor a year from now. It is clear that personal circumstances will have an impact on employee motivation. Results reveal that employees who are in the same profession are similarly motivated and satisfied in their work.