Progress-focused

How important is autonomy support in the workplace? A favorable working environment can have a significant impact on employee well-being. But what factors contribute to these favorable conditions? Recent research by Mokgata et al. (2022) shows that the degree of autonomy employees experience in their workplace is essential for their work performance and engagement. This article discusses the results of this important study, explains how different forms of support contribute to perceived autonomy and illustrates how these factors influence work behavior.

Research has shown a correlation exists between how satisfied people are with their job and how satisfied they are with their life. But there are two uncertainties about the relationship between job satisfaction and life satisfaction. First, it is unknown whether this effect primarily happens in the Western world; this is where most of this research has taken place. Second, it is unknown whether there is a causal relationship between job satisfaction and life satisfaction because most research is correlational. Third, there is no clear explanation for the relationship between job satisfaction and life satisfaction. A new paper provides more clarity in all these questions.

In two Chinese government schools some central ideas from self-determination theory were tested ( Nie et al., 2017 ). What was specifically tested were the effects of perceived autonomy support by managers on the motivation of employees (266 teachers) and on several output criteria (job satisfaction, work stress, and illness symptoms). The expectation based on previous research were that perceived autonomy support (1) would predict more autonomous motivation (versus controlled motivation, and (2) more job satisfaction, with less work stress, and less illness symptoms. The figure below summarizes the findings of the study.

What can you do to decrease the harmful effects of a negative team atmosphere?   A negative team atmosphere and negative relationships between team members can harm both employees' job satisfaction and team performance. Researchers De Jong et al. (2014) compared three different ways of dealing with such problems. They called the first approach communication density with which they meant that team members had frequent contact with one another and tried to improve the atmosphere. The second approach which was called member exchange referred to team members assisting one another, and giving help and feedback to one another when needed.