When Feelings Matter: Affect as a Mediator Between Motivational Regulation and Work Intentions

Abstract

The Problem.

Human resource development (HRD) scholars and practitioners alike are faced with the challenging task of accounting for the variables that influence the efficacy of the person in the workplace. Without a better understanding of the nature of the relationships between cognition and affect within the work domain, practitioners continue to struggle with accurately understanding how an individual’s motivational regulation impacts work intentions and organizational performance.

The Solution.

This study aims to provide new information on the mediating role state-specific affect plays in workplace-specific motivational outlooks to aid scholars and practitioners in more effectively diagnosing performance deficiencies, as well as influencing the selection and design of more-appropriate and sustainable performance improving interventions.

The Stakeholders.

Professionals in positions of power and influence are tasked with leading their people to meet organizational goals and outcomes. Without consideration of the various factors that may influence employee behaviors, such as motivational outlooks and state affect, leaders risk misappropriating valuable resources, such as time and energy.