Special Issue "Sustainable Work Motivation: Increasing Productivity, Work Satisfaction, and Employees' Well-Being"

A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Psychology of Sustainability and Sustainable Development".

Deadline for manuscript submissions: 28 February 2022.

Special Issue Editor

Dr. Guy Hochman
E-Mail Website
Guest Editor
School of Psychology, Interdisciplinary Center Herzliya, Herzliya 4610101, Israel
Interests: decision-making; behavioral economics; moral behavior; motivation

Special Issue Information

Dear Colleagues,

The work environment of the current age is characterized by rapid changes, a short-term focus, and frequent reforms. Organizations are dealing with a changing workforce in a global, highly competitive environment. As human resources are the most important asset of organizations, managers see work motivation as an integral part of the performance equation at all organizational levels. Although research on work motivation has advanced in recent years, many questions remain about the recent changes to and current characteristics of workers' motivation and how it relates to the sustainability of workers andorganizations. For example, the coronavirus pandemic has forced remote work on employees. This change in the work environment has a tremendous effect on workers' motivation, which scholars only are beginning to understand. In addition, the aging population has created a unique situation in which organizations have to deal with workers from different generations. Finally, researchers are only starting to examine how work motivation affects the organization's sustainability and how it can affect satisfaction and well-being, not just performance. The goal of this Special Issue is to promote research from different perspectives on sustainable work motivation.

We encourage submissions of empirical research from any theoretical perspective that fall broadly into one of the following areas. Submissions in related areas that include valuable discussions in these directions will also be considered:

  • The effects of the pandemic and working from home on work motivation
  • The cognitive and physiological processes underlying work motivation
  • The effects of motivation on well-being and work satisfaction
  • Field experiments on work motivation
  • Practical interventions and remedies aimed at increasing motivation
  • Generational differences in work motivation

Dr. Guy Hochman
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Sustainability is an international peer-reviewed open access semimonthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1900 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • intrinsic and extrinsic motivation
  • self-determination theory
  • coronavirus
  • remote working
  • well-being and work satisfaction

Published Papers (2 papers)

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Research

Article
Sustainable Careers: Reliability of Job Satisfaction Predictors for Employees Aged 50+. Evidence from Romanian Development Regions
Sustainability 2021, 13(15), 8133; https://doi.org/10.3390/su13158133 - 21 Jul 2021
Viewed by 308
Abstract
In this paper, we analyze the determinants of job satisfaction for employees over the age 50 or more, using the latest SHARE-ERIC dataset (Wave 7) filtered for Romania (over 2000 records). After applying logistic regressions with average marginal effects, we obtained an overall [...] Read more.
In this paper, we analyze the determinants of job satisfaction for employees over the age 50 or more, using the latest SHARE-ERIC dataset (Wave 7) filtered for Romania (over 2000 records). After applying logistic regressions with average marginal effects, we obtained an overall and seven regional models which emphasize that a good atmosphere at the workplace and the deserved recognition received for the work done are the most reliable predictors of career satisfaction, confirmed in this order of importance by many other robustness checks. Particularly, in the case of respondents from the Western part of Romania, we found that meritocracy-based influence, namely deserved recognition, counts almost as much as the workplace atmosphere. For these individuals, previous educational performance and lifetime employment at a single job matter more than the previous dual-core on job satisfaction. Unexpectedly, the adults from central romania present a negative influence of life satisfaction on job satisfaction due to an unbalanced work-family vision of life. The locus of control has different effects on job satisfaction in south and south-western regions, while in the north-east, meaning in life is negatively influencing job satisfaction. Bridge employment exerts a negative influence on career satisfaction in the north-west, and in the South-East, and interpersonal trust has a positive effect. Full article
Article
The Influence of Person–Job Fit, Work–Life Balance, and Work Conditions on Organizational Commitment: Investigating the Mediation of Job Satisfaction in the Private Sector of the Emerging Market
Sustainability 2021, 13(12), 6622; https://doi.org/10.3390/su13126622 - 10 Jun 2021
Viewed by 725
Abstract
This study aims to provide critical managerial implications for human resource (HR) practitioners at private-sector organizations from an emerging economy perspective. The study helps to optimize organizational commitment in the assessment of work–life balance, person–job fit, work condition, and the mediation of job [...] Read more.
This study aims to provide critical managerial implications for human resource (HR) practitioners at private-sector organizations from an emerging economy perspective. The study helps to optimize organizational commitment in the assessment of work–life balance, person–job fit, work condition, and the mediation of job satisfaction. It also investigates the influence of certain demographic variables on organizational commitment. The population comprises employees working in private sector organizations across Pakistan. A total of 1100 survey questionnaires were sent to potential respondents; 843 responded, giving a response rate of 77%. SmartPLS 3 software and SPSS were used to perform structural equation modeling. The study revealed that work–life balance, person–job fit, and job satisfaction have a positive influence on organizational commitment. Job satisfaction intervenes complementarily with the relationship of work–life balance and person–job fit with organizational commitment, while full mediation of job satisfaction was found for work conditions. Age, female gender, experience with current employee, and total industry experience were positively related to organizational commitment. HR managers at private-sector organizations must strive to provide work–life balance, person–job fit, and better work conditions so that employees are optimally satisfied on the job and exercise strong affective organizational commitment. Full article
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