The 9-5 Drive

Ever questioned how you get through those 9-5 days at work? How and why some days are easier than others? What your work may be doing to you on an inner level? Mental health is of utmost importance and can be impacted by long and stressful work days

Researchers took a multi-pronged approach in examining the mechanics behind employee motivation and psychological health - what precedes what, and possible outcomes of this tumultuous relationship at work. Overall, there is a lack of research examining the contextual factors of mental well-being at work and thus, justification for this study.

Two prevailing hypotheses take hold in the scientific literature - Standard Causality purports the approach that may be familiar and is commonly endorsed by the scientific community - motivation precedes psychological health. Conversely, Reverse Causality states that psychological health precedes motivation.

Alongside with exploring these hypotheses, the researchers sought to pursue another open-minded hypothesis, in that both types of causality may be at work. In the face of cross-sectional design dominance in this domain of research, this study was made longitudinal to not only fill gaps in knowledge, but to make more confident conclusions of temporal sequence of health and motivation.

Another set of hypotheses were created, in regards to the various types of motivation, which relate to the autonomy and source of such drive. In short, it was hypothesized that internally created and controlled motivations were positive for well-being at work, while externally created and controlled drives were related to burnout.

Several questionnaires were completed at 6 month intervals, a time-frame shown to reflect work-based health outcomes. These questionnaires measured aspects such as psychological health, burnout and motivation.

Ultimately, It was shown that relationship between mental well-being and motivation, is a two way street with support going for both directions of causality. Three key findings emerged - one, indicated that the “introjection regulation”, as fueled by motivation to seek pride or avoid guilt, was found to actually be associated with positive, not negative outcomes, which opposed the original hypothesis that external forms of motivation are negative. This association can be attributed possibly to external pressures which have become internalized, for the person to appear with positive symptoms.

Second, the importance of work that aligns with an employee’s values holds greater importance than work that is “fun”, and gives pleasure. This kind of value-oriented work drive was dubbed “identified motivation”.

Lastly, there were types of motivation that were not shown to have much significance towards predicting definite mental health outcomes.These motivation strategies appeared to be rather flexible, in that even the most externally controlled forms of motivation won’t increase distress, and that even in the face of burnout, individuals can still utilize any sort of motivation to successfully increase their drive for work.

As simple as it may appear on the surface, the relationship between workplace motivation and stress is undoubtedly complex. Future studies can utilize different time intervals to refine the outcomes produced from this current study. Armed with this research, human resources departments can apply this pivotal knowledge in taking an individualized solution approach, improving the overall well-being of the workplace, and allowing both company and employee to flourish.

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Source:

• Dagenais-Desmarais, V., Leclerc, J. S., & Londei-Shortall, J. (2018). The relationship between employee motivation and psychological health at work: A chicken-and-egg situation?. Work & Stress, 32(2), 147-167.