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magretaclob not provided

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Social Desirability in Personality Inventories

Journal of Individual Differences ◽

10.1027/1614-0001/a000138 ◽

2014 ◽

Vol 35 (3) ◽

pp. 144-157 ◽

Cited By ~ 12

Author(s):

Martin Bäckström ◽

Fredrik Björklund

Keyword(s):

Social Desirability ◽

Big Five ◽

Work Performance ◽

Factor Model ◽

Five Factor Model ◽

Peer Ratings ◽

Personality Inventories ◽

Model Study ◽

The Difference ◽

New Variables

The difference between evaluatively loaded and evaluatively neutralized five-factor inventory items was used to create new variables, one for each factor in the five-factor model. Study 1 showed that these variables can be represented in terms of a general evaluative factor which is related to social desirability measures and indicated that the factor may equally well be represented as separate from the Big Five as superordinate to them. Study 2 revealed an evaluative factor in self-ratings and peer ratings of the Big Five, but the evaluative factor in self-reports did not correlate with such a factor in ratings by peers. In Study 3 the evaluative factor contributed above the Big Five in predicting work performance, indicating a substance component. The results are discussed in relation to measurement issues and self-serving biases.

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The Relation Between Financial Incentives, Motivation, and Performance

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000182 ◽

2017 ◽

Vol 16 (2) ◽

pp. 61-76 ◽

Cited By ~ 12

Author(s):

Anaïs Thibault Landry ◽

Marylène Gagné ◽

Jacques Forest ◽

Sylvie Guerrero ◽

Michel Séguin ◽

...

Keyword(s):

Financial Incentives ◽

Work Performance ◽

Autonomous Motivation ◽

Compensation Plans ◽

Work Settings ◽

Path Analyses ◽

Three Samples ◽

And Performance ◽

Performance Results

Abstract. To this day, researchers are debating the adequacy of using financial incentives to bolster performance in work settings. Our goal was to contribute to current understanding by considering the moderating role of distributive justice in the relation between financial incentives, motivation, and performance. Based on self-determination theory, we hypothesized that when bonuses are fairly distributed, using financial incentives makes employees feel more competent and autonomous, which in turn fosters greater autonomous motivation and lower controlled motivation, and better work performance. Results from path analyses in three samples supported our hypotheses, suggesting that the effect of financial incentives is contextual, and that compensation plans using financial incentives and bonuses can be effective when properly managed.

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