Cited by 227Motivation and Self-Concept in SportsJob Satisfaction and Organizational BehaviorHuman Behavior and Motivation

A profile approach to self-determination theory motivations at work

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Moran, Christina M., Diefendorff, James M., Kim, Tae-Yeol, Liu, Zhi-Qiang·2012·Journal of Vocational Behavior

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Registry

Crossref · 10.1016/j.jvb.2012.09.002

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6 of 6 references verified0 citation errors · 0 not checkable

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  • Studies inspired by Self-Determination Theory have typically identified three to five profile groups.

    “In general, and regardless of the field of study (i.e., psychology applied to sports, education, or job relations), studies inspired by the SDT have typically identified three to five profile groups”

    From The Temporary Agency Worker’s Motivation Profile Analysis (2021) · cites this paper as [39]

  • Among the most commonly identified motivation profile groups are a profile with high extrinsic and low intrinsic motivation, one with low extrinsic and low intrinsic motivation, one with high extrinsic and high intrinsic motivation, and another with low extrinsic and high intrinsic motivation.

    “Among the most commonly identified groups are a profile with high extrinsic and low intrinsic motivation, one with low extrinsic and low intrinsic motivation, one with high extrinsic and high intrinsic motivation, and another with low extrinsic and high intrinsic motivation.”

    From The Temporary Agency Worker’s Motivation Profile Analysis (2021) · cites this paper as [39]

  • Profiles with high intrinsic motivations had more favorable results than those with high extrinsic motivations.

    “According to their findings, profiles with high intrinsic motivations had more favorable results than those with high extrinsic motivations.”

    From The Temporary Agency Worker’s Motivation Profile Analysis (2021) · cites this paper as [39]

  • The self-determined cluster and the motivated cluster had more favorable results than the low autonomy cluster, which presented the worst scores.

    “Findings showed that the self-determined cluster and the motivated cluster had more favorable results than the low autonomy cluster, which presented the worst scores.”

    From The Temporary Agency Worker’s Motivation Profile Analysis (2021) · cites this paper as [39]

  • Moran and colleagues arrived at a five-profile solution that presented differences regarding individuals' needs for satisfaction, job performance, and work environment perceptions.

    “Moran and colleagues [39] arrived at a five-profile solution that presented differences regarding the individuals’ needs for satisfaction, job performance, and work environment perceptions.”

    From The Temporary Agency Worker’s Motivation Profile Analysis (2021) · cites this paper as [39]

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Authors
Moran, C. M., Diefendorff, J. M., Kim, T.-Y., & Liu, Z.-Q.
Affiliations
  • University of Akron (US)
  • China Europe International Business School (CN)
Corresponding author
Moran, Christina M.
Venue
Journal of Vocational Behavior
Publisher
Elsevier BV
Published
2012-12
Volume
81
Issue
3
Pages
354-363
ISSN
0001-8791 (ISSN-L)
OpenAlex
W3124464474
Cited by
227
References
6
Citations by year
2026: 5 · 2025: 14 · 2024: 14 · 2023: 33 · 2022: 22 · 2021: 16 · 2020: 18 · 2019: 21 · 2018: 19 · 2017: 19 · 2016: 23 · 2015: 10 · 2014: 11 · 2013: 1
FWCI
10.63
Type
journal article
Language
en
Open access
Locations
  • Journal of Vocational Behavior (publishedVersion)
  • SSRN Electronic Journal (acceptedVersion)
  • CEIBS Institutional Repository (submittedVersion, cc-by-nc-nd)
Topics
  • Social Sciences › Psychology › Social Psychology › Motivation and Self-Concept in Sports
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Psychology › Applied Psychology › Human Behavior and Motivation
Keywords
self-determination theory, employee motivation, person-centered approach, motivational profiles, autonomous motivation, introjected motivation, intrinsic motivation, need satisfaction, employee performance, work environment perception, employee outcomes

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