contingent reward
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2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lyonel Laulié ◽  
Ignacio Pavez ◽  
Javier Martínez Echeverría ◽  
Pablo Cea ◽  
Gabriel Briceño Jiménez

PurposeThe purpose of this article is to explore employee age as a moderating factor in the relationship between leader contingent reward behavior (CRB) and work engagement. In doing so, the authors seek to provide a more nuanced understanding of the mediating role of work engagement in the negative effect of leader CRB on turnover intention.Design/methodology/approachThe authors used online surveys among a sample of employees of a retail company in Chile to capture individual perceptions about supervisor CRB, work engagement and turnover intention. To test the authors’ hypotheses, they modeled a first-stage moderated mediation effect using Hayes’ Process macro.FindingsThe authors’ results confirm the hypothesis that the negative effect of leader CRB on employee turnover intention is partially mediated by employee work engagement. Interestingly, age was a significant moderator of the mediation effect only for individuals working at headquarters, but not for employees working in stores.Originality/valueThis study expands current knowledge about how the leadership–engagement relationship can predict organizational outcomes, including age as a boundary condition. Following the job demands-resources theory, the authors also prove that conceptualizing leader CRB as a job resource can benefit the integration of leadership and work engagement research. The authors’ findings may help organizational researchers and practitioners acknowledge contextual differences in understanding the combined effects of leadership styles and work engagement.


2021 ◽  
Author(s):  
Shengyi Wu ◽  
Tommy Blanchard ◽  
Emily Meschke ◽  
Richard N. Aslin ◽  
Ben Hayden ◽  
...  

Normative learning theories dictate that we should preferentially attend to informative sources, but only up to the point that our limited learning systems can process their content. Humans, including infants, show this predicted strategic deployment of attention. Here we demonstrate that rhesus monkeys, much like humans, attend to events of moderate surprisingness over both more and less surprising events. They do this in the absence of any specific goal or contingent reward, indicating that the behavioral pattern is spontaneous. We suggest this U-shaped attentional preference represents an evolutionarily preserved strategy for guiding intelligent organisms toward material that is maximally useful for learning.


2021 ◽  
Vol 2021 (1) ◽  
pp. 14712
Author(s):  
Debjani Ghosh ◽  
Eric Kearney ◽  
Martin Buss ◽  
Amita Shivhare

2021 ◽  
pp. 154805182110054
Author(s):  
Michael E. Palanski ◽  
Jane S. Thomas ◽  
Michelle M. Hammond ◽  
Gretchen V. Lester ◽  
Rachel Clapp-Smith

This research presents a cross-domain exploration of leader identity. Drawing from theory about multidomain leader development and leader identity social processes, we examine how endorsement as a leader by those internal and external to work can impact an individual's own self-internalized sense of identity as a leader at work. Specifically, we examine how the collective endorsement of one's leader identity by family and friends in addition to work colleagues (managers, peers, and direct reports) influences the individual’s own self-internalized sense of identity as a leader at work. We also examine the relationship of the individual’s self-internalized sense of identity as a leader at work to enacted transformational leadership and contingent reward behaviors as rated by colleagues in the work domain. Data from a multisource and multidomain 360° evaluation of 256 leaders by 3,255 raters in the United States and Ireland provide support for the hypothesized relationships. Implications for theory and practice are discussed.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sam Kris Hilton ◽  
Helen Arkorful ◽  
Albert Martins

Purpose The purpose of this study is to investigate the moderating effect of contingent reward on the relationship between democratic leadership and organizational performance. Design/methodology/approach Explanatory and cross-sectional survey designs were used. A quantitative research approach was also adopted to collect the data from 476 employees in the telecommunication industry. Using statistics package for social science, the data was analyzed via descriptive statistics, correlation and hierarchical regression techniques. Findings The results reveal that both democratic leadership and contingent reward have a significant positive relationship with organizational performance. Furthermore, contingent reward significantly augments and moderates the relationship between democratic leadership and organizational performance. Thus, the combination of democratic leadership and contingent reward would more likely produce higher organizational performance. Originality/value This study has made a significant contribution to leadership and organizational literature by establishing the effectiveness of contingent reward as a moderator on the relationship between democratic leadership and organizational performance in a telecommunication industry.


Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.


eLife ◽  
2020 ◽  
Vol 9 ◽  
Author(s):  
John P Grogan ◽  
Timothy R Sandhu ◽  
Michele T Hu ◽  
Sanjay G Manohar

We can be motivated when reward depends on performance, or merely by the prospect of a guaranteed reward. Performance-dependent (contingent) reward is instrumental, relying on an internal action-outcome model, whereas motivation by guaranteed reward may minimise opportunity cost in reward-rich environments. Competing theories propose that each type of motivation should be dependent on dopaminergic activity. We contrasted these two types of motivation with a rewarded saccade task, in patients with Parkinson’s disease (PD). When PD patients were ON dopamine, they had greater response vigour (peak saccadic velocity residuals) for contingent rewards, whereas when PD patients were OFF medication, they had greater vigour for guaranteed rewards. These results support the view that reward expectation and contingency drive distinct motivational processes, and can be dissociated by manipulating dopaminergic activity. We posit that dopamine promotes goal-directed motivation, but dampens reward-driven vigour, contradictory to the prediction that increased tonic dopamine amplifies reward expectation.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhiyong Yang ◽  
Fernando Jaramillo ◽  
Yonghong Liu ◽  
Weiling Ye ◽  
Rong Huang

Purpose The purpose of this paper is twofold: first, to examine a customer orientation mechanism through which abusive supervision influences retail salespeople’s job performance; and second, to investigate how abusive supervision’s effects may be moderated by the same leader’s use of contingent punishment and contingent reward. Design/methodology/approach Two studies provide consistent findings. Study 1 used the field survey data from 129 salespeople in 42 retail stores. The proposed moderated mediation model was estimated using the random coefficient modeling technique. Findings were replicated in Study 2, in which data were collected from a sample of 679 US retail salespeople recruited through M-Turk. Findings Results from both studies show that abusive supervision reduces salespeople’s job performance through lowering their customer orientation. Furthermore, the use of contingent punishment from the same supervisor buffers abusive supervision’s detrimental effect, whereas the use of contingent reward augments it. Research limitations/implications The issues the authors address in this research have significant implications for the literature of abusive supervision and retail selling. First, the authors contribute to the abusive supervision literature by pointing it out that the negative effect of abusive supervision can spill over to organizations’ external stakeholders, namely, customers. Previous research on abusive supervision has mainly focused on how abused subordinates exhibit hostile acts directed against the supervisor, coworkers and the organization (Tepper et al., 2017), with little attention paid to abusive supervision’s impact on organizations’ external stakeholders such as customers. This research fills the void by placing impaired customer-orientation as a critical consequence of abusive supervision. Second, this research tests a contingent self-regulation impairment model of abusive supervision and advances our understanding about how the same supervisor’s functional leadership behaviors (contingent reward/punishment) may set contingencies for the effect of abusive supervision on employee outcomes. This investigation clears the doubts about whether the use of functional leadership behaviors along with abusive supervision buffers or aggravates the detrimental effect of the latter. Finally, this study’s findings shed new insights to marketing practitioners, especially in understanding how salespeople may vent their stress on the customers when being abused by their supervisors. Without this in mind, supervisors may not be aware of the consequences of their abusive behavior and may even develop an illusion that such a practice worked. This research shows that abusive supervision can lower employees’ customer orientation, which will hurt the company in the long run. Practical implications The findings intend to provide important guidelines for companies to develop effective workshops and training programs to combat the detrimental effects of abusive supervision in the retailing industry. For example, the findings shed new insights in understanding how employees may vent their stress on the customers when being abused by their supervisors. Without this in mind, supervisors may not be aware of the consequences of their abusive behavior and may even develop an illusion that such a practice worked. Another important managerial implication of this research is that the use of contingent reward after mistreating subordinates can backfire. Supervisor abuses, followed by a contingent reward, send an inconsistent signal to the employee that creates confusion and strain. Inconsistent actions from the supervisor also produce ethical tensions that reduce customer-oriented behaviors and a company’s ability to serve the customer (Friend et al., 2020). These training programs are important methods to combat the detrimental effects of abusive supervision in the workforce. Originality/value This research draws on the contingent self-regulation impairment model as an overarching framework to unpack the relationship between abusive supervision and salespeople’s job performance. Integrating three research streams (i.e. abusive supervision, leadership reinforcement and retail selling), this study proposes customer orientation as a novel mechanism and sheds light on how abusive supervision interplays with contingent punishment/reward to impact salespeople’s outcomes.


2020 ◽  
Vol 8 (3) ◽  
pp. 216
Author(s):  
Taruk Todingallo Delvi Awan

This study aims to determine the effect of transactional leadership on employee work motivation at PT. Wijaya Sukses Sejahtera in Berau Regency. The variables used in this study consisted of independent variables, namely contingent reward (X1), exception management (X2), and exploitative management (X3) and the dependent variable was work motivation (Y). Simultaneous test (F test) with 95% confidence level of employees in the office of PT. Wijaya Sukses Sejahtera in Berau District proves that simultaneously Contingent Reward variables (X1), active exception management (X2), and passive exception management (X3) amounted to 11.541 so (11.541> 2.76) significantly influence work motivation (Y). The results of the t-test are known that the contingent reward indicator is the most influential indicator on the performance of employees at PT. Wijaya Sukses Prosperous Berau. Thus proving the hypothesis influential on work motivation simultaneously received (H0 is rejected and Ha accepted).


2020 ◽  
Vol 117 (26) ◽  
pp. 15200-15208 ◽  
Author(s):  
Flavia Filimon ◽  
Jonathan D. Nelson ◽  
Terrence J. Sejnowski ◽  
Martin I. Sereno ◽  
Garrison W. Cottrell

Do dopaminergic reward structures represent the expected utility of information similarly to a reward? Optimal experimental design models from Bayesian decision theory and statistics have proposed a theoretical framework for quantifying the expected value of information that might result from a query. In particular, this formulation quantifies the value of information before the answer to that query is known, in situations where payoffs are unknown and the goal is purely epistemic: That is, to increase knowledge about the state of the world. Whether and how such a theoretical quantity is represented in the brain is unknown. Here we use an event-related functional MRI (fMRI) task design to disentangle information expectation, information revelation and categorization outcome anticipation, and response-contingent reward processing in a visual probabilistic categorization task. We identify a neural signature corresponding to the expectation of information, involving the left lateral ventral striatum. Moreover, we show a temporal dissociation in the activation of different reward-related regions, including the nucleus accumbens, medial prefrontal cortex, and orbitofrontal cortex, during information expectation versus reward-related processing.


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