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Journal Article 1: Becker, T. E., Kernan, M. C., Clark, K. D., & Klein, H. J. (2018). Dual commitments to organizations and professions: Different motivational pathways to productivity. Journal of Management, 44(3), 1202-1225.

Abstract: Commitments to organizations and professions have important implications for behavior in the workplace, but little is known about how these dual commitments combine to affect organizational outcomes. We present a model proposing that commitment to professions influences productivity through a positive effect on intrinsic motivation and a negative effect on extrinsic motivation. Commitment to organizations, conversely, is hypothesized to have a negative effect on intrinsic motivation and a positive effect on extrinsic motivation. We tested the model with a sample of 237 tenured management professors and, overall, the model fit the data well and better than less parsimonious models or ones positing reverse causality. Commitment to the profession was positively related to intrinsic motivation to engage in research and, through this effect, resulted in more challenging research goals, increased commitment to those goals, more hours spent on research, and greater research productivity. Commitment to the organization (university) was positively related to extrinsic motivation and negatively related to intrinsic motivation and was unrelated to goal level, goal commitment, hours spent on research, and research productivity. Our model makes a unique theoretical contribution by revealing the differing paths by which commitments to organizations and professions affect work outcomes, and our results support and extend commitment theory and offer unique insights into posttenure productivity.

Journal Article 2: Twenge, J. M., Campbell, S. M., Hoffman, B. J., & Lance, C. E. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management, 36(5), 1117-1142.

Abstract: Organizations are currently facing the retirement of many older workers and the challenge of recruiting and retaining young talent. However, few studies have empirically substantiated generational differences in work values. This study examines the work values of a nationally representative sample of U.S. high school seniors in 1976, 1991, and 2006 (N = 16,507) representing Baby Boomers, Generation X (GenX), and Generation Me (GenMe, also known as GenY, or Millennials). With data collected across time, these analyses isolate generational differences from age differences, unlike one-time studies, which cannot separate the two. Leisure values increased steadily over the generations (d comparing Boomers and GenMe = .57), and work centrality declined. Extrinsic values (e.g., status, money) peaked with GenX but were still higher among GenMe than among Boomers (d = .26). Contrary to popular press reports, GenMe does not favor altruistic work values (e.g., helping, societal worth) more than previous generations. Social values (e.g., making friends) and intrinsic values (e.g., an interesting, results-oriented job) were rated lower by GenMe than by Boomers. These findings have practical implications for the recruitment and management of the emerging workforce.

Journal Article 3: Frazier, M. L., & Fainshmidt, S. (2012). Voice climate, work outcomes, and the mediating role of psychological empowerment: A multilevel examination. Group & Organization Management, 37(6), 691-715.

Abstract: The study of voice climate in organizations is a recent introduction to the voice literature and much is still unknown about the outcomes associated with voice climate or the processes by which voice climate influences those outcomes. Drawing from social information processing theory, this study casts psychological empowerment as a cognitive mechanism through which shared voice climate perceptions in work groups are translated into individual work outcomes—voice behavior and customer service performance. Based on a sample of 314 full-time employees in 53 work groups, the results of our study suggest that psychological empowerment fully mediates the relationship between voice climate and customer service performance, and it only partially mediates the relationship between voice climate and voice behavior. Theoretical and practical implications of these findings as well as future research directions are discussed.