Employees motivation regulation when facing motivational problems and the role of managerial need support.

Abstract

Unenjoyable, or difficult activities in the workplace are not always avoidable. Such motivational problems seem to diminish one’s own motivation and need satisfaction in work that results in individuals’ efforts to maintain them and further accomplish their tasks. Two ways have been identified within the motivation literature: Motivation self-regulation, and managerial need-support. The present study examines whether motivation self-regulation influences motivation and need satisfaction when manager’s support is considered as well; second, we investigate the use of both practices in response to distinct motivational problems, within a working adult sample (N = 70). Findings suggest that self-regulation may be more important in promoting employees’ motivation, whereas managerial need-support seems to be more fruitful for enhancing low need satisfaction. Moreover, results show that different practices seem to be used by employees in response to boring, irrelevant, or difficult tasks they experience at work. Future implications for research and training interventions are discussed.