Disentangling the effect of perceived performance management system accuracy on intrinsic and extrinsic motivation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Domenico Berdicchia ◽  
Enrico Bracci ◽  
Giovanni Masino
Keyword(s):  
Decision Making ◽  
Performance Management ◽  
Extrinsic Motivation ◽  
Content Type ◽  
Intrinsic And Extrinsic Motivation ◽  
Moderating Factors ◽  
Task Uncertainty ◽  
Participation In Decision Making ◽  
Motivation Crowding ◽  
And Task

Purpose This study aims to explore the effects of performance management systems’ (PMS) perceived accuracy on employees’ motivation. More specifically, this study draws on motivation crowding theory and self-determination theory to hypothesize the relationships between perceived PMS accuracy and intrinsic and extrinsic motivation and introduce two contextual moderating factors: participation in decision-making and task uncertainty. Design/methodology/approach Data were collected through a questionnaire distributed to a sample of local government employees. Data were collected longitudinally over two measurement waves (T1 and T2), each separated by a four-month lag. Findings The results revealed that perceived PMS accuracy is positively associated with both intrinsic and extrinsic motivation, and participation in decision-making and task uncertainty both positively moderate the relationship between perceived PMS accuracy and extrinsic motivation. Originality/value This study contributes to clarifying the relevance of perceived PMS accuracy and the role played by significant contextual variables and offers recommendations to help design and implement PMS more effectively.

Effects of job resources factors on nurses job performance (mediating role of work engagement)

2018 ◽  
Vol 31 (8) ◽  
pp. 1000-1013 ◽  
Author(s):  
Muhammad Awais Bhatti ◽  
Norazuwa Mat ◽  
Ariff Syah Juhari
Keyword(s):  
Decision Making ◽  
Job Performance ◽  
Work Engagement ◽  
Factor Model ◽  
Job Characteristics ◽  
Job Security ◽  
Job Resources ◽  
Content Type ◽  
Worker Support ◽  
Participation In Decision Making

Purpose The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance (task and contextual) rated by the supervisor. Design/methodology/approach A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos 17 was used to obtain a model fit with path significance of work engagement as the mediator between job resources and job performance. Findings The results found support for the proposed conceptual claim and confirm that work engagement with a two-factor model (vigor and dedication) mediates the relationship between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and with a multidimensional construct of job performance (task and contextual performance) rated by the supervisor. Practical implications The findings of this research will help human resource managers and professionals to further develop the working environment, provide job security and opportunities for employees to participate in decision making in a way that enhances employee work engagement, which, ultimately, improves employee job performance. Originality/value Past studies have not previously tested the two-factor model of work engagement (vigor and dedication) as the mediating variable between job resources (job characteristics, supervisor and co-worker support, participation in decision making and job security) and job performance rated by the supervisor.

Intrinsic and extrinsic motivation, organizational context, employee contentment, job satisfaction, performance and intention to stay

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ismatilla Mardanov
Keyword(s):  
Job Satisfaction ◽  
Latent Variables ◽  
Latent Variable ◽  
Extrinsic Motivation ◽  
Organizational Context ◽  
Critical Factor ◽  
Short Version ◽  
Intention To Stay ◽  
Content Type ◽  
Intrinsic And Extrinsic Motivation

PurposeThe purpose of the present study is to examine the determinants of employee contentment and its effects on job satisfaction, separation and performance; define employee contentment as employee happiness/enjoyment at work triggered by employee intrinsic and extrinsic motivation and organizational context; and consider employee contentment as the critical factor affecting job satisfaction.Design/methodology/approachThe study utilizes survey data from 272 employees of Taiwanese construction companies and consulting firms in the construction industry. In confirmatory factor analysis, the items are from the short version of the Minnesota Satisfaction Questionnaire (MSQ) and a newly developed organizational context questionnaire.FindingsThe MSQ items can be considered as perceived motivators of employees. These motivators and organizational characteristics (context) as manifest variables were loaded on distinct latent variables such as extrinsic and intrinsic motivation and organizational context, all of which in turn loaded on a single latent variable – employee contentment. The latter has a positive and statistically significant impact on job satisfaction, performance and intention to stay. While employee contentment has a stronger impact on performance, job satisfaction has a stronger impact on the intention to stay.Originality/valueThe present study utilizes the MSQ satisfaction themes as intrinsic and extrinsic motivators: employees' perceived feelings before the actual work process starts (intrinsic) and work outcomes occur (extrinsic). It examines employee contentment through these perceived feelings and organizational context, providing important research and practice implications.

Perceived organizational support, participation in decision making, and perceived insider status for contract workers

2017 ◽  
Vol 55 (2) ◽  
pp. 413-426 ◽  
Author(s):  
Cherng G. Ding ◽  
Chih-Kang Shen
Keyword(s):  
Decision Making ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Reliability And Validity ◽  
Positive Influence ◽  
Hierarchical Regression ◽  
Content Type ◽  
Contract Workers ◽  
Perceived Insider Status ◽  
Participation In Decision Making

Purpose The purpose of this paper is to examine the roles of perceived organizational support (POS) and work status (regular worker/contract worker) in moderating the relationship between participation in decision making (PDM) and perceived insider status (PIS). Design/methodology/approach Data were collected with survey questionnaires that were administered to a sample of 369 employees from a case company in Taiwan, for which both regular and contract workers constitute the main workforce. After confirming the reliability and validity of the measurements, the authors conducted hierarchical regression analysis to examine the hypothesized relationships. Findings The mean PIS for regular workers is smaller than that for contract workers in the case company. For the group of contract workers, the positive influence of PDM on PIS is greater for those with lower POS than for those with higher POS. However, the negative moderating effect of POS does not exist for the group of regular workers. Originality/value This study adds to the existing literature by showing that contract workers, classified as external workers, can experience PIS, and that POS negatively moderates the positive relationship between PDM and PIS for contract workers. The managerial implications are discussed.

scholarly journals PENGARUH MOTIVASI, KOMPLEKSITAS TUGAS, DAN INSENTIF MONETER TERHADAP KINERJA INDIVIDU

2021 ◽  
Vol 8 (2) ◽  
pp. 67
Author(s):  
Aulia Azzardina
Keyword(s):  
University Students ◽  
Extrinsic Motivation ◽  
Task Complexity ◽  
Monetary Incentives ◽  
Complex Tasks ◽  
Intrinsic And Extrinsic Motivation ◽  
And Performance ◽  
The Given ◽  
The Relationship ◽  
And Task

This study investigates the relationship between motivation and task complexity on performance. Monetary incentives are involved in this study as a moderating variable. The motivation examined in this research is intrinsic and extrinsic motivation. A 2x2 quasi-experiment has been conducted and involving 66 university students. Two and three-way ANOVA are used for hypothetical testing. The result shows that individuals with intrinsic motivation have shown better performance than those with extrinsic motivation. After individuals have faced more complex tasks, they achieved lower scores than those who faced less complex tasks. Prior studies suggested that motivation could be destructed by monetary incentives. However, there is no interaction proof when moderating variable is involved. The relationship between motivation and performance is not influenced by monetary incentives. In line with it, the relationship between task complexity and performance is also not strengthened or weakened by the given monetary incentives information. Thus, monetary incentives failed to influence the relationship between motivation, task complexity and performance.

Temporary contracts, participation in decision making and job satisfaction in European workers

2017 ◽  
Vol 38 (6) ◽  
pp. 875-892 ◽  
Author(s):  
Salomé Goñi-Legaz ◽  
Andrea Ollo-López
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Negative Impact ◽  
Secondary Data ◽  
Temporary Workers ◽  
Data Set ◽  
Content Type ◽  
Temporary Contracts ◽  
Temporary Contract ◽  
Participation In Decision Making

Purpose The purpose of this paper is to establish to what extent temporary contract and participation in decision making impact on employees job satisfaction and to propose a model whereby participation in decision making mitigates against the negative impact that temporary work has on job satisfaction. Design/methodology/approach The authors use data for a representative sample of 14,778 employees in 23 European countries. In order to test the hypotheses, the authors use regression models and the Chow test. Findings The results show that while temporary contracts decreases job satisfaction, participation in decision making increases it. However, autonomous teams, job autonomy, and job involvement buffer against the negative effect that temporary contract has on job satisfaction. Research limitations/implications The use of secondary data and the non-longitudinal nature of the data set. Practical implications The effect of participation in decision making in job satisfaction is greater for temporary workers than for permanents. Participation in decision making should not be restricted to permanent workers. Originality/value Participation in decision making and temporary contracts has been considered incompatible practices. The paper contributes to enrich the understanding of the relationship between these practices and job satisfaction. Sample representatives support the results obtained.

scholarly journals Processing developments in employee performance and reward

2018 ◽  
Vol 5 (3) ◽  
pp. 289-300 ◽  
Author(s):  
Stephen J. Perkins
Keyword(s):  
Decision Making ◽  
Performance Management ◽  
Performance Appraisal ◽  
Organizational Effectiveness ◽  
Employee Performance ◽  
Theory And Practice ◽  
Self Control ◽  
Organizational Control ◽  
Corporate Management ◽  
Content Type

Purpose The purpose of this paper is to surface and discuss issues associated with employee performance appraisal as a multi-staged social interaction reportedly the butt of managerial dissatisfaction, especially when used to inform decisions around pay and other rewards. Design/methodology/approach To substantiate the territory, existing management-based evidence from the published literature is curated and discussed to frame issues for investigation under the rubric of performance appraisal as an activity that may be understood as combining interaction between forms of administrative, social and psychologically oriented control. Primary evidence, drawn from recent research sponsored by the Chartered Institute of Personnel and Development, which combines data sets informed by a survey of HR specialists and a follow-on focus group, is then used to illustrate views on relevant themes across a sample of UK-based private, public and third sector organizations (n=715). Findings A significant number of organizations apply performance appraisal approaches, somewhat mediated by sector and size, and in turn use the results to inform various forms of HRM decision making – in particular reward management. While claims have been circulating in popular media suggesting the widespread abandonment of traditional performance appraisal, and while the study finds dissatisfaction regarding the utility of existing bureaucratic elements of appraisal mechanisms, the position is more nuanced. Practical implications Corporate management attention is drawn to choices of the extent to which they are investing in building line management capabilities to address the consequences of policy decisions to amplify the importance of informal alongside formal performance management processes, and potential reward decision making, mindful of the indeterminate character of the employment relationship and its dynamic, socially constructed character. Social implications Performance appraisal may benefit from re-interpreting the balance between emphasis on administrative, social and self-control, given changing expectations among workforce members and those who evaluate organizational effectiveness in contemporary society, and the ongoing contested nature of organizational control. Originality/value Employee performance appraisal as an institutional process central to organizational control systems is a topic of interest to both organizational effectiveness academics and the managerial practitioners they study. Using data that broadly represent recent developments in managerial practice across “UK plc”, the paper informs reflection on theory and practice.

Motives and constraints of participants in running events

2018 ◽  
Vol 60 (5) ◽  
pp. 443-457 ◽  
Author(s):  
Konstantinos Koronios ◽  
Marina Psiloutsikou ◽  
Athanasios Kriemadis
Keyword(s):  
Empirical Evidence ◽  
Design Methodology ◽  
Quantitative Method ◽  
Extrinsic Motivation ◽  
Motivational Factors ◽  
Marathon Running ◽  
Content Type ◽  
Motivation Factors ◽  
Intrinsic And Extrinsic Motivation ◽  
Proposed Model

Purpose The purpose of this paper is to acquire improved comprehension of the motivational factors and the various constraints associated with individuals’ participation in mass running events. Design/methodology/approach A quantitative method was used for the purpose of this research, and 1.357 questionnaires were completed. This study proposed two broad hypotheses: intrapersonal constraints influence motivation factors (amotivation, intrinsic and extrinsic motivation); and motivation factors influence the intention to continuous participation. Findings Both broad hypotheses were supported by the evidence while the lack of knowledge, interest, confidence and feelings of tiresomeness were found to contribute more to explaining motivation. All three motivational factors had a significant influence on intention. Research limitations/implications The empirical evidence for this study came from runners only. The special attributes of running may have influenced the explored relationships in a way that may not be directly applicable to other activities. Further research in various activities is necessary before such findings are generalized. Originality/value The aim of this paper is to provide empirical evidence of the relationships between the motivational factors and the various constraints associated with individuals’ participation in mass sporting and physical activity events. This research focused on developing a model to explain relationships among constraints, motivators and participation, and empirically test the proposed model within the marathon running participants context.

scholarly journals Changing to improve? Organizational change and change-oriented leadership in hospitals

2020 ◽  
Vol 34 (6) ◽  
pp. 687-706
Author(s):  
Olaug Øygarden ◽  
Espen Olsen ◽  
Aslaug Mikkelsen
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Change ◽  
Service Quality ◽  
Structural Equation ◽  
Structural Model ◽  
Content Type ◽  
Participation In Decision Making ◽  
The Impact ◽  
Performance Obstacles

PurposeThis paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.Design/methodology/approachThe study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.FindingsThe organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.Originality/valueThe authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

Competitiveness vis-à-vis motivation and personality as drivers of academic performance

2018 ◽  
Vol 32 (1) ◽  
pp. 185-202 ◽  
Author(s):  
Chris Baumann ◽  
Marina Harvey
Keyword(s):  
Academic Performance ◽  
Extrinsic Motivation ◽  
Performance Model ◽  
Stepwise Multiple Regression ◽  
Content Type ◽  
Student Academic Performance ◽  
Intrinsic And Extrinsic Motivation ◽  
Micro Level ◽  
And Performance ◽  
Reported Data

Purpose The purpose of this paper is to build on the foundational theories of personality and motivation to explore the role of competitiveness and of ethnicity in relation to student academic performance. Survey data from 328 students across four sites (Australia, Denmark, Hong Kong and Korea) provided self-rated responses to items measuring personality, motivation, competitiveness and ethnicity. Design/methodology/approach Stepwise multiple regression was used to identify the variables that predicated student academic performance, including testing for interaction effect of ethnicity. Both student self-reported data and independently assessed performance measures were used to avoid common method variance. Findings This study affirmed that both intrinsic and extrinsic motivation are significantly associated with academic performance. The personality traits of conscientiousness, agreeableness, extraversion and neuroticism are significantly associated with a student’s competitiveness. The interaction of competitiveness and ethnicity is significantly and positively associated with performance. Research limitations/implications The variable of student competitiveness requires further research to better understand its role in academic performance. Researching ethnicity at the micro level allows the acknowledgement and investigation of “intra-national diversity” (Tung, 2008; Tung and Baumann, 2009). Originality/value This study is original in its approach in that it combines the concepts of motivation, personality, competitiveness and ethnicity in relation to student academic performance. While previous studies have explored these concepts individually and often at the macro level, a crucial contribution of this study is that competitiveness and ethnicity (as opposed to national culture) are examined at a micro level. The authors demonstrate the combined importance of intrinsic and extrinsic motivation (carrot and stick) in driving performance and introduce the new motivation, competitiveness and performance model which recognises that competitiveness, as a driver of performance, is moderated by the learners’ ethnicity.

Performance management systems promote job crafting: the role of employees' motivation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Domenico Berdicchia ◽  
Enrico Bracci ◽  
Giovanni Masino
Keyword(s):  
Performance Management ◽  
Design Methodology ◽  
Extrinsic Motivation ◽  
Job Crafting ◽  
Management Systems ◽  
Mediation Model ◽  
Content Type ◽  
Performance Management Systems ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the influence of performance management systems (PMSs) and their perceived accuracy on job crafting behaviors via motivation.Design/methodology/approachBy adopting a research design based on three waves, a mediation model was tested using survey data from 12 municipalities in Italy.FindingsPerceived PMS accuracy positively influences “approach” job crafting behaviors through intrinsic motivation and “avoidance” job crafting behaviors through extrinsic motivation.Practical implicationsOrganizations interested in promoting job crafting should ensure that PMSs are designed and implemented in a way that increases perceived PMS accuracy among employees.Originality/valueThe results of this study enrich the literature on job crafting by underlining the role of PMSs as an antecedent of job crafting and by clarifying how different motivational processes may intervene in this relationship.

Sign in / Sign up

Export Citation Format

Share Document