Will Someone Be Checking My Work? The Effect of Psychological Entitlement and the Expectation of Being Monitored on Task Performance and Misreporting

2021 ◽  
Author(s):  
D. Kip Holderness ◽  
Kari Joseph Olsen ◽  
Todd A. Thornock ◽  
Edward C. Tomlinson
Keyword(s):  
Task Performance ◽  
Performance Monitoring ◽  
Negative Behaviors ◽  
Lower Performance ◽  
Psychological Entitlement ◽  
Workplace Behaviors ◽  
Workplace Outcomes

Psychological entitlement is a sense that one deserves more than others, and is correlated with a host of negative workplace behaviors. Because entitled individuals have a strong desire for the approval of others, we examine whether increasing the expectation of being monitored can limit some of these negative behaviors. We find that when the expectation of being monitored is low, psychological entitlement is associated with lower performance and higher misreporting. In contrast, when the expectation of being monitored is high, not only are these behaviors reduced, but performance increases and misreporting decreases for entitled individuals. Our results suggest that expectations of performance monitoring can be used to improve workplace outcomes for entitled employees.

Adding fuel to the fire: How non-contingent bonuses relate to entitlement and affect pursuit of worker self-interest

2021 ◽  
Author(s):  
Darin Holderness Jr. ◽  
Kari Joseph Olsen ◽  
Edward C. Tomlinson
Keyword(s):  
Negative Outcomes ◽  
Psychological Entitlement ◽  
Self Interest ◽  
Sense Of Entitlement ◽  
Workplace Behaviors ◽  
Workplace Outcomes ◽  
Counterproductive Workplace Behaviors

Prior research has explored how psychological entitlement (a trait) fuels worker expressions of self-interest and leads to fraudulent and other counterproductive workplace behaviors. However, entitlement can also be conceptualized as a state. As such, managers might unwittingly contribute to workers’ sense of entitlement through administrative decisions that increase workers’ state entitlement. We examine the distinction and hypothesized interaction between trait and state entitlement and their effects on workplace outcomes. We test our hypotheses in two settings where worker expressions of self-interest may manifest – in the context of a hypothetical job offer negotiation and an employment simulation. We find that non-contingent bonuses increase state entitlement. We also find that both employees’ state and trait entitlement influence workplace outcomes. Thus, to limit negative outcomes due to entitlement in the workplace, managers should consider both whom they hire as well as how workplace incentives foster an entitled workforce.

scholarly journals Do you pass it on? An examination of the consequences of perceived cyber incivility

2020 ◽  
Vol 17 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Kimberly McCarthy ◽  
Jone L. Pearce ◽  
John Morton ◽  
Sarah Lyon
Keyword(s):  
Performance Evaluation ◽  
Task Performance ◽  
Computer Mediated Communication ◽  
Experimental Studies ◽  
Third Party ◽  
Mediated Communication ◽  
Content Type ◽  
Face To Face ◽  
Lower Performance ◽  
E Mail

Purpose The emerging literature on computer-mediated communication at the study lacks depth in terms of elucidating the consequences of the effects of incivility on employees. This study aims to compare face-to-face incivility with incivility encountered via e-mail on both task performance and performance evaluation. Design/methodology/approach In two experimental studies, the authors test whether exposure to incivility via e-mail reduces individual task performance beyond that of face-to-face incivility and weather exposure to that incivility results in lower performance evaluations for third-parties. Findings The authors show that being exposed to cyber incivility does decrease performance on a subsequent task. The authors also find that exposure to rudeness, both face-to-face and via e-mail, is contagious and results in lower performance evaluation scores for an uninvolved third party. Originality/value This research comprises an empirically grounded study of incivility in the context of e-mail at study, highlights distinctions between it and face-to-face rudeness and reveals the potential risks that cyber incivility poses for employees.

scholarly journals Multiple domains and categories of employee green behaviors:
 more than conservation

2019 ◽  
Author(s):  
Deniz S. Ones ◽  
Brenton M. Wiernik ◽  
Stephan Dilchert ◽  
Rachael M. Klein
Keyword(s):  
Job Performance ◽  
Environmental Sustainability ◽  
Critical Incidents ◽  
Future Directions ◽  
Negative Behaviors ◽  
Organizational Settings ◽  
Key Features ◽  
Green Behavior ◽  
Workplace Behaviors ◽  
Multiple Domains

We describe a taxonomy of diverse types of workplace behaviors that contribute to or detract from environmental sustainability goals in organizational settings. The Green Five taxonomy was developed using critical incidents methodology and includes 5 major content-based meta-categories of employee green behaviors (EGB): Transforming, Avoiding Harm, Conserving, Influencing Others, and Taking Initiative. We discuss the behavioral and psychological meanings of these meta-categories, as well as their sub-categories. We also highlight key features of the Green Five taxonomy (e.g., it is content-based, it incorporates both positive and negative behaviors, it integrates with general models of job performance). Finally, we review existing measures of employee green behaviors in terms of their coverage of the employee green behavior construct domain. We identify future directions for research and applications.

scholarly journals Effects of a Green Oat Herb Extract on Cognitive Performance and Neurophysiological Activity: A Randomized Double-Blind Placebo-Controlled Study

2021 ◽  
Vol 15 ◽  
Author(s):  
Saul Martinez-Horta ◽  
Eran Ivanir ◽  
Tania Perrinjaquet-Moccetti ◽  
Matthias Heinrich Keuter ◽  
Jaime Kulisevsky
Keyword(s):  
Task Performance ◽  
Cognitive Performance ◽  
Processing Speed ◽  
Performance Monitoring ◽  
Event Related Potentials ◽  
Controlled Study ◽  
Acute Administration ◽  
Double Blind ◽  
Related Potentials ◽  
And Performance

Green oat extracts have been used for centuries in traditional medicine in view of their supposed beneficial effects on cognition and mood. Recently, a specific green oat formulation (Neuravena®) showed to have significant bioactive compounds potentially associated with the enhancement of processing speed, working memory and attention. The main aim of the current study was to compare the potential effect of acute administration of 800 mg of Neuravena® with placebo on a set of neurophysiological correlates of processing speed, attention, performance-monitoring and inhibitory control. Twenty healthy participants were randomized to receive either Neuravena® or placebo. Electroencephalographic (EEG) signal acquisition was obtained while participants carried out the modified Eriksen flanker and oddball tasks. Both groups were compared on measures of behavioral task performance, and a set of event-related potentials (ERPs) components related to performance monitoring (the error-related negativity; ERN and the N2), target detection, and attention (P3a/P3b). Following active-intervention N2, ERN, and P3a/P3b were significantly reduced and performance was faster, with no loss of accuracy. Conversely, no neurophysiological differences were found in the placebo group before and after treatment and performance worsened significantly in terms of reaction time and accuracy. Acute administration of 800 mg of Neuravena® appears to enhance the optimization of neural resources and positively influences cognitive performance in tasks associated with executive functions, processing speed and attention. Moreover, Neuravena® prevents the deleterious effects of tiredness during task performance.

“I Didn’t Agree to These Terms”: Electronic Performance Monitoring Violates the Psychological Contract

2020 ◽  
Author(s):  
David Leon Tomczak ◽  
Tara S. Behrend ◽  
Jon Willford ◽  
William P. Jimenez
Keyword(s):  
Psychological Contract ◽  
Design Theory ◽  
Performance Monitoring ◽  
Job Characteristics ◽  
Counterproductive Work Behaviors ◽  
Future Research ◽  
Negative Behaviors ◽  
Electronic Performance Monitoring ◽  
Positive Effects ◽  
Electronic Performance

Electronic performance monitoring (EPM) is a ubiquitous organizational practice often used to increase productivity and discourage negative behaviors in a wide variety of jobs and industries. The conventional wisdom regarding employee reactions to EPM is that it leads to negative attitudes and behavioral reactions, but several recent studies have found positive effects on job outcomes, highlighting the need for research regarding the boundary conditions and mechanisms that explain these reactions. Drawing from work design theory and psychological contract theory, we propose that expectations of autonomy and beliefs about the employee-organization relationship explain reactions to EPM. We find that individuals perceive EPM as a violation of the psychological contract, and individuals with greater perceptions of job autonomy are more likely to perceive a violation. Furthermore, individuals who hold negative perceptions of EPM reassert their autonomy by engaging in covert counterproductive work behaviors, such as withholding effort. Reactions to EPM also appear to differ based on job characteristics. Future research is needed to understand the formation and maintenance of monitoring expectations and explore the role of job characteristics and context in forming those expectations.

Who Are You to Tell Me That?! The Moderating Effect of Performance Feedback Source and Psychological Entitlement on Individual Performance

2016 ◽  
Vol 29 (2) ◽  
pp. 33-46 ◽  
Author(s):  
D. Kip Holderness ◽  
Kari Joseph Olsen ◽  
Todd A. Thornock
Keyword(s):  
Performance Feedback ◽  
Performance Monitoring ◽  
Organizational Structures ◽  
Individual Performance ◽  
Monitoring Tool ◽  
Subsequent Performance ◽  
Peer Reviews ◽  
Psychological Entitlement ◽  
Source Level ◽  
Feedback Source

ABSTRACT As organizational structures have become more flat, firms are increasing the use of peer reviews as a performance monitoring tool. Research suggests that the effectiveness of performance feedback, particularly negative feedback, depends on the feedback source and the recipient's sense of psychological entitlement. We conduct an experiment wherein we manipulate the valence and source level of performance feedback and examine how psychological entitlement moderates the effect of feedback on subsequent performance. We find that when providing negative performance feedback, the effect of feedback source on performance is moderated by the level of psychological entitlement of the feedback recipient. Specifically, relative to peer feedback, the effectiveness of feedback from a superior increases with the feedback recipient's entitlement. We also find that psychological entitlement and source level do not affect responses to positive feedback. Our results suggest that companies should encourage supervisors to deliver negative performance feedback, particularly to psychologically entitled employees.

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