Negative and positive synergies: On employee development practices, motivational climate, and employee outcomes

Christina G.L. Nerstad; Anders Dysvik; Bård Kuvaas; Robert Buch

doi:10.1002/hrm.21904

Negative and positive synergies: On employee development practices, motivational climate, and employee outcomes

Christina G.L. Nerstad¹; Anders Dysvik¹; Bård Kuvaas¹; Robert Buch²

¹ Department of Leadership and Organizational Behavior BI Norwegian Business School Oslo Norway · ² Oslo Metropolitan University (OsloMet) Faculty of Social Sciences, Oslo Business School, Postboks 4, St. Olavs plass Oslo Norway

Human Resource Management 2018

While previous studies have increased our knowledge of how employees’ perceptions of development practices influence employee outcomes, the role of potential contingencies in this relationship remains relatively unexplored. In the present study, we set out to contribute to this research by exploring whether congruence or lack of congruence between perceived employee development practices and the perceived motivational climate at work influence employee performance and turnover intention. A field study among 169 employees from a Norwegian financial organization revealed that lack of congruence may be detrimental in terms of work performance and turnover intention. Implications for practice and future research are discussed.

DOI: 10.1002/hrm.21904
Volume: 57 (5)
Pages: 1285-1302
Language: en
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Sources: crossref