Integrating Self-Regulation Theories of Work Motivation Into a Dynamic

Human Resource Management Review 18 (2008) 1–18

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Human Resource Management Review j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / h u m r e s

Integrating self-regulation theories of work motivation into a dynamic process theory
Jeffrey B. Vancouver ⁎
Department of Psychology, 200 Porter Hall, Ohio University, Athens, OH 4501, United States

a r t i c l e

i n f o

a b s t r a c t
Instead of merely combining theories of self-regulation, the current paper articulates a dynamic process theory of the underlying cognitive subsystems that explain relationships among longused constructs like goals, expectancies, and valence. Formal elements of the theory are presented in an attempt to encourage the building of computational models of human actors, thinkers, and learners in organizational contexts. Discussion focuses on the application of these models for understanding the dynamics of individuals interacting in their organizations. © 2008 Elsevier Inc. All rights reserved.

Keywords: Self-regulation Control theory Goals Computational modeling Dynamic processes

“The challenge to motivation theory now is more theoretical and research-based than practical. We have many of the pieces to the puzzle, we simply need to figure out how to assemble them.” (Landy & Conte, 2004, p. 364) The field of human resource management (HRM) is premised on the notion that HRM is facilitated by understanding the nature of the resource (i.e., humans). Part of this understanding relates to individual differences in knowledge, skills, abilities, and other characteristics (e.g., personality), and part to the processes and parameters that affect motivation (Campbell & Pritchard, 1976). Of these two parts, the latter has arguably been the more difficult and disarrayed (Mitchell, 1997). Yet, most comprehensive theories of motivation were abandoned or grossly simplified, often by their originators, because of the

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