Table 2 Motivation identified in the... | Emerald Publishing

Table 2

Motivation identified in the review

Motivation	Perspective	Description	Studies
Professional ethos	Managerial perspective	Taking the managerial perspective when implementing change	Alfes et al. (2010), van Gestel and Nyberg (2009)
	Implementing management goals	Assuming a role of implementing top management goals and belief systems	Shook and Roth (2011)
	Get ahead	Motivated by desire for company to get ahead of competitors	Amarakoon et al. (2018)
	Building a professional position	Building a professional position rather than acting on behalf of employees	D’Cruz et al. (2014)
	Business focus	Business and operational focus viewed as too strong in relation to strategic focus	Rees and Johari (2010)
	Employee well-being	Motivated by contributing to the well-being of employees	Bagdadli et al. (2014), D’angelo et al. (2022), Misra et al. (2023), Roche and Teague (2012), Shook and Roth (2011)
	Stakeholder balancing	HR strives to act with decency and integrity, blending employee and business focused roles	Roche and Teague (2012)
	Finding solutions for stakeholders	Wanting to find solutions that fit different stakeholders	Alfes et al. (2010)
	Compliance	Viewed as more interested in legislative compliance than employee good	Bajawa and Woodall (2006)
Role development	Motivation affect role	Individual HR actors’ strong motivation is a key driver, positively affecting the legitimisation of the function and successful contribution to change initiatives	Alfes et al. (2010), Gollan et al. (2015), Harris (2005)
	Role affects attitudes	HR Business Partner loyalty with the units they reported to rather than HR	Björkman and Søderberg (2006)
	Leadership affects role motivation	Fear of repercussions, outsourcing, and management view on HR can affect what role HR is motivated to take on, even if the personal motivation is differing	Abugre (2014), Arrowsmith and Parker (2013), Harris (2005), Parkes and Davis (2013)
Learning orientation	Low	Low motivation to learn about CSR affect partnership with CSR function negatively	Sarvaiya et al. (2021)
Learning orientation	High	Actively taking measures to learn from external sources, from their own and others’ experiences, and be up to date with regulations and industry standards	Amarakoon et al. (2018)

Motivation	Perspective	Description	Studies
Professional ethos	Managerial perspective	Taking the managerial perspective when implementing change	Alfes et al. (2010), van Gestel and Nyberg (2009)
	Implementing management goals	Assuming a role of implementing top management goals and belief systems	Shook and Roth (2011)
	Get ahead	Motivated by desire for company to get ahead of competitors	Amarakoon et al. (2018)
	Building a professional position	Building a professional position rather than acting on behalf of employees	D’Cruz et al. (2014)
	Business focus	Business and operational focus viewed as too strong in relation to strategic focus	Rees and Johari (2010)
	Employee well-being	Motivated by contributing to the well-being of employees	Bagdadli et al. (2014), D’angelo et al. (2022), Misra et al. (2023), Roche and Teague (2012), Shook and Roth (2011)
	Stakeholder balancing	HR strives to act with decency and integrity, blending employee and business focused roles	Roche and Teague (2012)
	Finding solutions for stakeholders	Wanting to find solutions that fit different stakeholders	Alfes et al. (2010)
	Compliance	Viewed as more interested in legislative compliance than employee good	Bajawa and Woodall (2006)
Role development	Motivation affect role	Individual HR actors’ strong motivation is a key driver, positively affecting the legitimisation of the function and successful contribution to change initiatives	Alfes et al. (2010), Gollan et al. (2015), Harris (2005)
	Role affects attitudes	HR Business Partner loyalty with the units they reported to rather than HR	Björkman and Søderberg (2006)
	Leadership affects role motivation	Fear of repercussions, outsourcing, and management view on HR can affect what role HR is motivated to take on, even if the personal motivation is differing	Abugre (2014), Arrowsmith and Parker (2013), Harris (2005), Parkes and Davis (2013)
Learning orientation	Low	Low motivation to learn about CSR affect partnership with CSR function negatively	Sarvaiya et al. (2021)
Learning orientation	High	Actively taking measures to learn from external sources, from their own and others’ experiences, and be up to date with regulations and industry standards	Amarakoon et al. (2018)

Source(s): Created by authors