Among frequently used motivation theories some are built on the premise of work happening in the 60s and 70s. Since work life has changed dramatically the question arises whether these theories are still valid. This study validates the longstanding need theory of McClelland (Am Psychol 40 (7): [812][813][814][815][816][817][818][819][820][821][822][823][824][825] 1985. doi:10.1037/ 0003-066X.40.7.812) using neuroscientific methods as a new lens of analysis. It neurally tests the assumptions that (1) heterogeneous rewards may result in similarly rewarding effects and (2) that these effects are enhanced if a reward closely matches an employee's need. Therefore, we conducted an fMRI-study (n = 44; 29$; M age = 25.00, SD age = 2.26) in which participants completed decision tasks before receiving the heterogeneous rewards high income, respectful leadership and a company car. Additionally, participants provided information on their need for achievement, affiliation and power. Results show that the heterogeneous types of rewards lead to overlapping neural activations in parts of the brain's reward circuitry, such as the putamen or caudate. Additionally, each of these rewards uniquely activates brain areas not stimulated by other reward types. A closer matching between the type of reward and the participants' individual needs results in stronger neural activations in the reward circuitry. These findings support and enhance key assumptions of need theory on a neural level and further promote a personality-based approach to work motivation. From a practical standpoint they suggest need-tailored reward systems for organizations and an increased use of rewards other than money.

Society has changed sustainably and universities have thus faced new requirements. As a result of competition and globalization, education and knowledge management had to be adapted. Universities were forced to establish a modern management system primarily known from the private sector and governments had to reconsider their legal and economic relationship to universities. In recent years, many countries have implemented new rules for their universities. Two of these countries were Austria and Switzerland. But even when they pursued the same goals, they have chosen quite different approaches and as a matter of fact achieved very differing results. The objective of this study was twofold. Firstly, we analyzed the challenges and contradictions when implementing a modern university model. Secondly, we investigated specific characteristics of the university systems of Austria and Switzerland to identify factors that may have impacted the performance and success of the universities. Referring to our first objective, a literature review has revealed severe contradictions between modern university management and the traditional understanding of it. While the traditional scheme has focused mainly on research, teaching is becoming more relevant in the new demand orientated university. Also, the freedom of science and teaching is limited by the strong orientation on goals that have been agreed upon with the government. Further contradictions can be identified in autonomy, budgeting, leadership, hierarchy, and employee participation. To examine the second research aim, we reviewed national and international databases and reports. Our results emphasize the importance of monetary aspects, the student-teacher-ratio, autonomy, and the relevance of the universities' reputation and acceptance within society and politics. Our findings can help to understand the different approaches which have been chosen to cope with global changes in higher education. They might serve as basis for decision-making in higher education policy.

Durch eine prozessual ausgerichtete Personalstrategie soll die interaktive Entwicklung von Wertkette und Kernfähigkeiten mitgestaltet werden. Die Wertkette bietet einen guten Bezugsrahmen zur Gestaltung des strategischen Personalmanagements, um in einer sehr frühen Phase in den strategischen Managementprozeß einzugreifen und dennoch in flexibler Form die traditionellen Instrumente zu integrieren. Die aufflammende Paradigmendiskussion zur ressourcenorientierten Sicht im strategischen Management gibt dem Humanressourcenmanagement eine Möglichkeit, einige Akzeptanzschwellen zu überwinden, um tatsächlich eine fähigkeitenorientierte Strategie zu entwickeln.

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University-industry collaboration has gained in importance and been the subject of much research during recent decades. When it comes to factors that influence the success of collaborations such as these, the literature focuses mainly on resources, objectives, structure, flexibility, political environment or geographic distance. The social and interpersonal facets of these collaborations are often seen only as side aspects. In the course of this study, we reviewed the relevant literature regarding university-industry collaboration and examined the social and interpersonal factors that might influence success. We investigated peer-reviewed journal articles published between 2000 and 2016 in the English language. Our results indicate that communication, trust, commitment and culture are the most relevant factors in this regard and need to be considered carefully. These factors are important at all levels, from ordinary staff members to leadership and management. The participating partners and individuals are well advised to be aware of cultural differences between universities and industry and must handle dissimilarities and challenges adequately, because good social and interpersonal relationships are necessary for a successful partnership.