Does pay for performance increase or decrease perceived self-determination and intrinsic motivation?

Eisenberger, Robert; Rhoades, Linda; Cameron, Judy

doi:10.1037/0022-3514.77.5.1026

Cited by 320 publications

(309 citation statements)

References 76 publications

Supporting

Mentioning

282

Contrasting

Unclassified

Order By: Relevance

“…In particular, organizational practices such as participation in decision making (Allen, Shore & Griffeth, 2003), fairness of rewards (Allen et al, 2003), developmental experiences and promotions (Wayne, Shore & Liden, 1997), autonomy (Eisenberger, Rhoades & Cameron, 1999) and job security (Rhoades & Eisenberger, 2002) Organizational support theory suggests that high levels of perceived organizational support obliges employees to reciprocate, based on the norm of reciprocity. Greenberg (1980) argues that individuals reduce feelings of indebtedness upon receiving rewards by engaging in behavioral reciprocation and by cognitively restructuring the situation.…”

Section: Relating Pos and The Components Of Psychological Contract Fumentioning

confidence: 99%

Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support.

Coyle‐Shapiro

Conway

2005

Journal of Applied Psychology

459

319

View full text Add to dashboard Cite

Psychological contracts and perceived organizational support Exchange relationships: Examining psychological contracts and perceived organizational support Three hundred and forty seven public sector employees were surveyed on four measurement occasions to investigate the conceptual distinctiveness of the psychological contract and perceived organizational support (POS) and how they are associated over time. Results support the distinctiveness of the two concepts. In terms of their inter-relationships over time, drawing on psychological contract theory, we found little support for a reciprocal relationship between POS and psychological contract fulfillment. Under an alternative set of hypotheses, drawing on organizational support theory and by separating psychological contract fulfillment into its two components (perceived employer obligations and inducements), we found that perceived employer inducements was positively related to POS which, in turn, was negatively related to perceived employer obligations. Finally, the results suggest that POS and the components of psychological contract fulfillment are more important in predicting organizational citizenship behavior than psychological contract fulfillment.

show abstract

Section: Relating Pos and The Components Of Psychological Contract Fumentioning

confidence: 99%

Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support.

Coyle‐Shapiro

Conway

2005

Journal of Applied Psychology

459

319

View full text Add to dashboard Cite

show abstract

“…Dimensions of POS have been established as follows: role clarity (Eisenberger, Rhoades & Cameron, 1999;Zapf, Knorz & Kulla, 1996), job information (Schat & Kelloway, 2003), participation in decision-making (Allen, Shore & Griffeth, 2003), support from co-workers (Djurkovic, McCormick & Casimir, 2004), supervisory support (Settoon, Bennett & Liden, 1996), which leads to increased job satisfaction (Eisenberger, Cummings, Armeli & Lynch, 1997), performance (Shanock & Eisenberger, 2006), commitment (Hochwarter, Kacmar, Perrewe & Johnson, 2003) and reduced turnover (Allen et al, 2003;Rhoades & Eisenberger, 2002).…”

Section: Bullying and Perceived Organisational Supportmentioning

confidence: 99%

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

Schalkwyk¹,

Els²,

Rothmann

2011

SA j. hum. resour. manag.

View full text Add to dashboard Cite

Orientation: Because workplace bullying has detrimental consequences on the profitability, work quality and turnover intention of organisations, this phenomenon should be addressed. Perceived Organisational Support (POS) was explored since factors such as role clarity, job information, participation in decision-making, colleague support and supervisory relationships might act as buffers against workplace bullying, subsequently influencing the turnover intention of the organisation.Research purpose: To investigate the role of POS as moderator in the relationship between workplace bullying and turnover intention across sectors in South Africa.Motivation for the study: Workplace bullying is a worldwide concern and it is unclear whether perceived organisational support moderates the relationship between workplace bullying and turnover intention.Research design, approach and method: A cross-sectional survey approach with a quantitative research design was used (N = 13 911). The South African Employee Health and Wellness Survey (SAEHWS) was administered to explore the experiences of bullying behaviour, POS and turnover intention.Main findings: Bullying by superiors is more prevalent than bullying by colleagues. A positive relationship exists between workplace bullying and turnover intention. Role clarity, participation in decision-making and supervisory relationship moderates the relationship between bullying by superiors and turnover intention.Practical/managerial implications: This study creates an awareness of the prevalence of workplace bullying in the South African context so that sufficient counteraction can be encouraged.Contribution/value-add: This study contributes to the limited research regarding workplace bullying in the South African context by quantifying the relationships between workplace bullying POS and turnover intention.How to cite this article: Van Schalkwyk, L., Els, C., & Rothmann, S. (Jr). (2011). The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9(1), Art. #384, 13 pages. http://dx.doi.org/10.4102/sajhrm.v9i1.384

show abstract

“…According to Murphy and Dacin (1998); "trade contest is an important tool to motivate sales people to achieve goals that surpass those associated with normal compensation" while Beltramini and Kenneth (1998) argued that "contest enhances overall job satisfaction" it also increases corporate profit (Wildt, et al, 1987) and can be very successful (Eisenberger and Cameron, 1999). Contest is generally used to support the brands sales force performance; because effective selling and sales management are often critical to marketing success (Avlonitis and Panagopoulous, 2006;Defloor, et al, 2006;Zeb-Obipi, 2007;Dixon, et al, 2003;Jolson, 1999;Kelly, 1973).…”

Section: Trade Contestmentioning

confidence: 99%

Trade Sales Promotion Strategies and Marketing Performance in the Soft Drink Industries in Nigeria

Michael¹,

Ogwo²

2013

IJMS

View full text Add to dashboard Cite

Rapid changes in technology, over production, shortened product life cycles, increased competition owing to reduced barriers to domestic and international trade, mass communication and globalization have all contributed to the need for a firm to have distinctive capabilities; which create a competitive advantage over others. We are inclined to believe that fully utilized, competent and well-articulated trade sales promotion strategies constitute a competitive advantage. With the notion that trade sales promotion strategies positively correlates with marketing performance, firms view trade sales promotion strategy incompetence with grave concern. The effect of poor trade promotion strategy performance is not limited to firms alone since organizations can and do experience sub-optimal or out-right poor performance; but also to the economy as a whole. The aggregate business performance of a country's economic unit shapes its economy, since a nation's wealth is measured mostly in terms of its GDP. Among the factors critical to business profitability; fresh concerns about the efficacy of trade promotion strategies is sparsely researched. This informs the research interest in this regard, recognizing the unique role of trade sales promotion strategies that distinguishes it from other marketing communication methods, and its critical roles in pushing and creating traffic for the manufacturer's product. With a survey research design, a regression model was formulated to incorporate eleven hypotheses of interests. Quantitative data were collected through a 5-point Likert-type scale questionnaire. A total of 234 copies of questionnaire were completed by senior promotion and sales executives of two major soft drink manufacturing firms and their accredited distributors in Nigeria. We adopted Pearson's 'r' and stepwise regression with its constituents-ANOVA and T-test to determine the trade sales promotion activities that actually influence marketing performance activities in these firms. Two of the hypothesized trade sales promotion strategies were retained and adjudged relevant in determining marketing performance levels. Our findings reveal that Trade promotion strategies affect marketing performance through the use of trade allowances and trade contests. Notwithstanding this fact, the study notes that the firms are not at their optimal levels in both their trade promotion strategies and marketing performance. We therefore recommend that for optimal levels to be achieved, they should adopt trade promotion strategies that emphasize trade allowances and trade contests.

show abstract

Does pay for performance increase or decrease perceived self-determination and intrinsic motivation?

Cited by 320 publications

References 76 publications

Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support.

Exchange Relationships: Examining Psychological Contracts and Perceived Organizational Support.

The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa

Trade Sales Promotion Strategies and Marketing Performance in the Soft Drink Industries in Nigeria

Contact Info

Product

Resources

About