Human Resource Development: self motivation and in-role job performance

A cross-sectional survey of 283 employees in a Fortune
Global 100 company in Korea suggests that employees perceived
higher in-role job performance when they had higher core self-evaluations
and intrinsic motivation. Intrinsic motivation partially mediated the relationship
between core self-evaluations and job performance, and it also fully
mediated the relationship from job autonomy to job performance. Thus, to
increase motivation and job performance, managers and HRD professionals
need to create an integrated strategy incorporating enhancement of selection
methods, elements of job redesign, and interpersonal developmental practices
such as coaching and mentoring.




Job involvement has been defined as an individual's psychological identification or commitment to his / her job  It is the degree to 'which one is cognitively preoccupied with, engaged in, and concerned with one's present job. Job involvement involves the internalization of values about the goodness of work or the importance of work in the worth of the individual. As such individuals who display high involvement in their jobs consider their work to be a very important part of their lives and whether or not they feel good about themselves is closely related to how they perform on their jobs. In other words for highly involved individuals performing well on the job is important for their self esteem. Because of this people who are high in job involvement genuinely care for and are concerned about their work.

The challenge for HR professionals is to find a balance between motivating employees (by aligning the organization's goals with that of the employee) while at the same time prioritizing and encouraging the success of the organization.

http://findarticles.com/p/articles/mi_qa5335/is_200801/ai_n24393604/

http://onlinelibrary.wiley.com/doi/10.1002/hrdq.20053/pdf