Work competence motivation: dimensions, measure, antecedents, and consequences.

The aim of this research is to apply the Competence Motivation construct (see Elliott & Dweck, 2005) to work motivation. Work Competence Motivation (WCM) is here defined as intrinsic motivation to continual learning during one’s work life, motivation to develop one’s competences, to manage one’s work and professional growth autonomously and consciously. In order to develop a WCM measure, literature was analysed, in particular on achievement motivation (cfr. Koestner, 2001; Koestner & McClelland, 1990; McClelland, 1985), and intrinsic motivation (cfr. Deci & Moller, 2005; Deci & Ryan, 1985, 1990) and 50 interviews were conducted based on the Critical Incident Technique (Flanagan, 1954). A questionnaire composed of 21 items on a 6-point Likert scale was developed and administered to 283 subjects. Through a first explorative factor analysis, 7 factors were identified: Learning, Autonomy, Control, Curiosity, Challenge, Selfawareness, Self-fulfilment. To identify WCM determinants, models of linear multiple regression were designed with the Stepwise method. The effects caused by beliefs of personal effectiveness and by attributive styles confirm findings in the literature. The role of beliefs of collective effectiveness and that of some personality traits appears interesting, and to be examined more thoroughly in further studies. Models of multiple linear regression were designed with the Stepwise method to examine the effects of WCM on workers’ well-being and disease as well. Results show effects on emotions - both positive and negative - experienced in work contexts and situations, and on work satisfaction.