Human energy is often viewed as a limited resource, that is depleted through effort expenditure at work, and subsequently needs to be replenished either during or after working. Self-determination theory, however, argues that individuals vary in the degree to which work is experienced as draining: autonomous motivation makes work seem effortless; while controlled motivation makes it effortful. As employees can endorse multiple motivations for work, we examined how motivation profiles are associated with energy levels directly and indirectly through approaches to sustaining energy (i.e., energy management strategies and recovery experiences). Latent profile analysis with two-wave data revealed four profiles (i.e., amotivated, amotivated/external, highly motivated, and autonomous). Time 1 employee motivation profiles were used to predict outcomes at Time 1 (N = 551) and Time 2 (N = 391). Overall, amotivated employees had the lowest energy levels and autonomous employees the highest (i.e., more vigor, less exhaustion, less need for recovery). Autonomous and highly motivated employees used more work-related energy management strategies and less detachment, compared to the other profiles. The differential use of work-related strategies partially explained differences in vigor by Time 2. Profiles that used relatively less detachment experienced less favorable energy levels over time. Interestingly, by Time 2, autonomous employees detached more than highly motivated employees, which explained their increased vigor over time. Taken together, our research shows that employee motivation can explain individual differences in energy levels as well as approaches to sustaining energy. Advice on how to manage energy and recovery would benefit from considering the configuration of employee motivation.

人的能量通常被视为一种有限的资源，它会因工作中的努力支出而耗尽，随后需要在工作期间或之后补充。然而，自我决定理论认为，个人在工作中体验到消耗的程度各不相同：自主动机使工作看起来毫不费力；而受控的动机使它变得努力。由于员工可以认可多种工作动机，我们研究了动机概况如何通过维持能量的方法直接和间接地与能量水平相关联（即能源管理策略和恢复经验）。使用两波数据的潜在剖面分析揭示了四个剖面（即，无动力、无动力/外部、高度动力和自主）。时间 1 员工动机概况用于预测时间 1 ( N  = 551) 和时间 2 ( N = 391）。总体而言，积极进取的员工能量水平最低，自主员工的能量水平最高（即更有活力、更少疲劳、更少需要恢复）。与其他配置文件相比，自主且积极主动的员工使用更多与工作相关的能源管理策略和更少的分离。工作相关策略的不同使用部分解释了时间 2 的活力差异。随着时间的推移，使用相对较少分离的配置文件经历了不太有利的能量水平。有趣的是，到时间 2 时，自主员工比积极性高的员工更加疏离，这解释了他们随着时间的推移而增加的活力。综上所述，我们的研究表明，员工积极性可以解释能量水平的个体差异以及维持能量的方法。