On the social psychology of agency relationships: lay theories of motivation overemphasize extrinsic incentives

Article Abstract:

Individuals have a tendency to assume that others are more motivated than themselves by extrinsic incentives such as salary and job security but less motivated by intrinsic incentives. This extrinsic incentives bias is an important feature of lay theories and partly explains the social psychology of agency relationships. Thus, this kind of bias is of fundamental interest to organizational scholars since it suggests a significant interaction between lay theories of motivation and the major challenge of organizing. For instance, people who act as principals may employ improper lay theories to negotiate inappropriate deals with agents.

Psychology & Psychiatry, Bonus & Merit Payments, Psychological aspects, Employee incentives, Social psychology, Incentives (Business), Bonuses

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The effects of social identity on the self-set goals and task performance of high and low-self esteem individuals

Article Abstract:

Social identification of individuals with other workers is examined as a possible influence on a person's self-esteem and goal setting. Goals set by individuals in the context of work are thought to produce increased performance and in the same light, persons with high self-esteem are thought to set higher goals for themselves than individuals with low self-esteem. Test results indicate that high-esteem individuals, who also had strong social identity with their respective groups, did make higher goals and succeeded in accomplishing them than high-self esteem individuals with a weak social identity.

Social & Behavioral Sciences, Self-esteem, Self esteem, Identity

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A structural equation model of the effects of negative affectivity, leader-member exchange, and perceived job mobility on in-role and extra-role performance: a Chinese case

Article Abstract:

Organizational citizenship behavior (OCB) is a form of employee behavior that contributes to the effectiveness of the organization. Empirical evidence from a Chinese case shows that OCB, along with in-role performance, is driven by the leader-member exchange and perceived job mobility. Both perceived job mobility and the leader-member exchange also mediate the relationship between negative affectivity and OCB. Thus, it can be deduced that perceived job mobility has a significant influence on extra-role behaviors within the organization.

Beliefs, opinions and attitudes, Workers, Employee attitudes, Occupational mobility

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