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dc.contributor.authorDysvik, Anders
dc.contributor.authorKuvaas, Bård
dc.date.accessioned2012-09-28T08:54:10Z
dc.date.available2012-09-28T08:54:10Z
dc.date.issued2011
dc.identifier.issn1359-432X
dc.identifier.urihttp://hdl.handle.net/11250/93644
dc.descriptionThis is the author's final and acceptet version of the article, post refereeing. Publisher's version is available at www.tandfonline.comno_NO
dc.description.abstractThe 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.no_NO
dc.language.isoengno_NO
dc.publisherPsychology Press, Taylor & Francis Groupno_NO
dc.subjectperceived job autonomyno_NO
dc.subjectintrinsic motivationno_NO
dc.subjectwork performanceno_NO
dc.titleIntrinsic motivation as a moderator on the relationship between perceived job autonomy and work performanceno_NO
dc.typeJournal articleno_NO
dc.typePeer reviewedno_NO
dc.source.pagenumber367-387no_NO
dc.source.volume20no_NO
dc.source.journalEuropean Journal of Work and Organizational Psychologyno_NO
dc.source.issue3no_NO
dc.identifier.doihttp://dx.doi.org/10.1080/13594321003590630


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