2006/03/01 by Jürgen Wegge, Rolf van Dick, Rolf Van Dick +3 · 276 citations
Business, Management and Accounting · Psychology · Social Sciences · #Applied psychology #Burnout #Clinical psychology #Emotional Labor in Professions #Identification (biology) #Job Satisfaction and Organizational Behavior #Job design #Job performance #Job satisfaction #Organizational citizenship behavior #Organizational commitment #Organizational identification #Psychological intervention #Psychology #Social psychology #Turnover #Well-being #Work (physics) #Work engagement #Work motivation #Workaholism, burnout, and well-being
paper · doi:10.1080/02678370600655553
published in Work & Stress 20(1), 60-83 (Taylor & Francis)
openalex publication_date 2006/03/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/01
Previous work has not considered the interplay of motivational forces linked to the task with those linked to the social identity of employees. The aim of the present study is to combine these approaches. Two studies with call centre agents (N=211, N=161) were conducted in which the relationships of objective working conditions (e.g., inbound vs. outbound work), subjective measures of motivating potential of work, and organisational identification were analysed. Job satisfaction, turnover intentions, organisational citizenship behavior (OCB), health complaints, and burnout were assessed as indicators of the agents’ work motivation and well-being. In both studies it was found that objective working conditions substantially correlated with subjective measures of work motivation. Moreover, employees experiencing a high motivating potential at work reported more OCB, higher job satisfaction, and less turnover intentions. As hypothesized, organisational identification was a further independent predictor of job satisfaction, turnover intentions, OCB, and well-being. Highly organisationally identified employees report higher work motivation and more well-being. Additionally, interactions between the motivating potential and organisational identification were found. However, all the results indicate that interventions seeking to enhance work motivation and well-being in call centres should improve both the motivating potential of the job and organisational identification. These two factors combined in an additive way across both studies.