Assignment 4

Team 26

OB Model
perception of balance
between the demand and
support - teams resources experience
coordination, leadership or at the job
rewards and motivation -
Job
Satisfaction
p.ex

High
Autonomy Turnover

Research Question: Does the perception of an imbalance between effort and reward, caused
by a high level of autonomy, decrease job satisfaction and end up leading to the decision of
resigning?

Research Hypotheses: The perception of having too much autonomy, aligned with a lack of
support and coaching, leads to a perceived imbalance of effort and reward. Feeling that the
level of effort is not being properly rewarded causes job unsatisfaction that can lead to the
decision of leaving the company.

Perceived autonomy, as seen from the perspective of the self-determination theory, is a basic
need that is a crucial driver of motivation. However, according to Lases et Al., this may not
always be true, because when the level of autonomy is too much and requires more difficult
decisions then that level of autonomy is no longer a basic need to be satisfied.[1] This negative
effect of autonomy, aligned with the lack of time from the coaches side to auxiliate ( as proved
with the interviews) can lead to a perception of imbalance between the demand and the
resources. The ERI model, suggested by Siegriest, explains how the imbalance between effort
(overcomittment) and rewards can have multiple impacts on the well-being of employees (for
example, burnout, exhaustion).[2] According to Amin et Al., “psychological well-being can
reduce job dissatisfaction and intentions to leave”[3] and so this would mean that the lack of
well-being and the perceived autonomy, associated with the shortage of support, as not a
fulfilled need can lead to higher turnover intentions.
Scales for the variables in the OB model:
Autonomy:

- Hackman and Oldham's (1975) Job Diagnostic Survey (JDS): 23 questions measured in a five-
point Likert scale (very no descriptive to very descriptive). “The JDS is intended (a) to diagnose
existing jobs to determine if (and how) they might be redesigned to improve employee
motivation and productivity, and (b) to evaluate the effects of job changes on employees”.[4]

Questions of the JDS focused on autonomy:

1.I have almost complete responsibility for deciding how and when the work is to be done.
9. I have very little freedom in deciding how the work is to be done.
17.My job does not allow me an opportunity to use discretion or participate in
decision making.
21.My job gives me considerable freedom in doing the work.

- Sims et al.'s (1976) Job Characteristic Inventory (JCI): 30 questions questions measured in a
five-point Likert scale (from 1-13: 1= very little, 3= moderate amount, 5=very much; from 14-
30: 1= minimum amount‚ 3= moderate amount‚ 5= maximum amount).

Questions of the JCI focused on autonomy:

2. How much are you left on your own to do your own work?
8.To what extent are you able to act independently of your supervisor in performing your job
function?
13.To what extent are you able to do your job independently of others?
18.The freedom to do pretty much what I want on my job.
23.The opportunity for independent thought and action.
28.The control I have over the pace of my work.

Motivation:

- Marylène Gagné (2015) The Multidimensional Work Motivation Scale (MWMS) (19 items
measured from 1 -7)[5]

It is a 19-item scale, based in the self-determination theory which offers a multidimensional

conceptualization of motivation; First, amotivation is defined as the absence of motivation
towards an activity. Second, intrinsic motivation is defined as doing an activity for its own sake.
Third, extrinsic motivation refers to engaging in the activity for instrumental reasons, such as
receiving rewards and approval, avoiding punishments or criticism, boosting one’s self-esteem,
or reaching a personally valued goal.
 Support
- Perceived Organizational Support (1986) Robert Eisenberg Huntington [6]
36 Items, where employees use a 7-point Likert scale, were 1 is strongly disagree
and 7 is strongly agree. Half of the statements are positively worded, and the other
half is negatively worded in order to control for an agreement response bias.
 Job satisfaction
- The Overall Job Satisfaction Scale (OJS; Brayfield & Rothe, 1951)

18 Items, where employees use a 5-point Likert scale, where 1 is strongly disagree and
5 is strongly agree.
[1] S. S. Lases, I. A. Slootweg, E. G. J. M. Pierik, E. Heineman, and M. J. M. H. Lombarts, “Efforts,
rewards and professional autonomy determine residents’ experienced well-being,” Advances
in Health Sciences Education, vol. 23, no. 5, pp. 977–993, Dec. 2018, doi: 10.1007/s10459-018-
9843-0.

[2] G. Notelaers, M. Törnroos, and D. Salin, “Effort-reward imbalance: A risk factor for exposure to
workplace bullying,” Front Psychol, vol. 10, p. 386, 2019, doi:
10.3389/FPSYG.2019.00386/BIBTEX.

[3] Z. Amin and K. P. Akbar, “Analysis of Psychological Well-being and Turnover intentions of Hotel
Employees: An Empirical Study,” Int J Innov Appl Stud, vol. 3, no. 3, pp. 662–671, 2013,
Accessed: Nov. 18, 2022. [Online]. Available: http://www.issr-journals.org/ijias/

[4] J. R. Hackman and G. R. Oldham, “Development of the Job Diagnostic Survey,” Journal of
Applied Psychology 197S, vol. 60, no. 2, pp. 159–170.

[5] M. Gagné et al., “The Multidimensional Work Motivation Scale: Validation evidence in seven
languages and nine countries,” European Journal of Work and Organizational Psychology, vol.
24, no. 2, pp. 178–196, Mar. 2015, doi: 10.1080/1359432X.2013.877892.

[6] “Perceived organizational support. - PsycNET.” https://psycnet.apa.org/doiLanding?

doi=10.1037%2F0021-9010.71.3.500 (accessed Nov. 18, 2022).