La Relación Entre la Motivación Docente y Variables de la Organización: Revisión de la Literatura

Abstract Teacher motivation plays a central role in education because ofitsimpacton student motivation. Previous reviews of teacher motivation have focused on individual variables and psychopathology indicators. However, it is also important to understand the effect of organizational variableson teacher motivationbecause these highlightthe contextthat the teacher is a part of(i.e.,the school). The literature review in this paper analysed studies related to teacher motivation and a pre-defined group of organizational variablesthat werepublished between 1990 and 2014 in several electronic databases.The study found that organizational culture was the most studied variable associated with teacher motivationand most studies in this area were published between 2010 and 2014.Further,there was a prevalence of quantitative studies. This paper concludes with the theoreticaland practical implications of the results,as well assuggestions for future research directions

Development and Validation of the School Leader Empowering Behaviours (SLEB) Scale

Despite a growing interest in using empowerment as a leadership strategy to enhance teachers’ work motivation to play a more central role in educational change, there is still limited research on how leaders in school organisations empower teachers. One possible reason might be due to the lack of relevant measures for assessing empowering behaviours of leaders in the educational contexts. This study developed and validated the School Leader Empowering Behaviours (SLEB) scale in the Singapore educational context. A convenience sample of 304 teachers from the Singapore schools participated in the study. The sample was randomly split into two sub-samples, Sample 1 (N = 142) and Sample 2 (N = 162). Exploratory factor analysis (EFA) was conducted in Sample 1 to determine the number of factors and select the items. Confirmatory factor analysis (CFA) was conducted in Sample 2 for cross-validation to confirm the factorial structure of the scale and examine the model-data fit. Results from both EFA and CFA provided support for a seven-factor SLEB scale as well as a higher order factor structure. Each sub-scale of the SLEB showed good internal consistency reliability and predictive validity. The potential uses of the SLEB scale were also discussed.Accepted versio

Too busy to change: High job demands reduce the beneficial effects of information and participation on employee support

<u><b><a href="http://rdcu.be/vHtW">Online access to this article has been shared by the author(s) via Springer Nature SharedIt.</a></b></u>\ud \ud <b>Purpose</b>\ud \ud Despite the abundant literature on organizational change management, the success of change initiatives in organizations remains low. In this study, we investigate employee support for change in the context of two change management practices (information and participation). We use the <i>Theory of Planned Behavior</i> (TPB) to examine why these change management practices foster employee support, and the extent to which the efficacy of these practices depends on current job demands.\ud \ud <b>Design/Methodology/Approach</b>\ud \ud Participants were 106 employees undergoing a building relocation at their place of employment who responded to an initial questionnaire at Time 1 (pre-occupancy) and a follow-up questionnaire two months later (post-occupancy). \ud \ud <b>Findings</b>\ud \ud We found that the TPB variables mediated the effects of information and participation on employee support (both intentions at Time 1 and self-reported behaviors at Time 2). The indirect relationships from information and participation to employee support were significant at low and medium, but not at high, levels of job demands.\ud \ud <b>Implications</b>\ud \ud The positive effects of information and participation on employee support can be largely attributed to employee attitudes and subjective norms. Thus, consultants should target employee attitudes and norms when garnering employee support, but also be aware of the limitations of these practices when employees are preoccupied with their work.\ud \ud <b>Originality/Value</b>\ud \ud This study demonstrates that the TPB can account for the beneficial effects of change management practices on employee support. It also reports the novel finding that change management practices are less effective at high levels of job demands