Integrating Implicit Motives, Explicit Motives, and Perceived Abilities: The Compensatory Model of Work Motivation and Volition

Abstract

The compensatory model of work motivation and volition synthesizes some previously unrelated lines of research. The structural components of the model are implicit motives, explicit motives, and perceived abilities; the functional processes are volitional regulation (compensating for inadequate motivation) and problem solving (compensating for inadequate perceived abilities). Propositions that integrate, challenge, and extend existing conceptions are derived. Moreover, the framework of the compensatory model suggests an agenda for future research.

In Search of Motivation for the Business Survey Response Task

“…In business surveys this could happen if a person started the business survey response task only to answer an external demand for obligatory reporting (and avoid fines), but experienced the activity as interesting, challenging and enjoyable, presumably also because the recurrent completion reduces burden. Such cases are consistent with Kehr (2004), who proposes that externally imposed goals fueling extrinsic motivation can become intrinsically motivating, provided they are congruent with the person's implicit motives.…”

Underpinnings of humanistic management: a philosophical approach

“…MECANISMOS Y PRÁCTICAS DE LA GESTIÓN HUMANISTA: DIMENSIÓN PRAXIOLÓGICA La dimensión praxiológica hace referencia a las prácticas que llevan a cabo las organizaciones en el día a día y son reflejo de las otras dimensiones del rombo filosófico, especialmente de la epistemológica y axiológica (Bédard, 2013). En una organización coexisten prácticas explícitas e implícitas (Kehr, 2004). Las primeras son institucionalizadas por parte de la dirección y conforman las políticas, normas de conducta, programas y estrategias.…”

Self-Control Demands and Job Strain in Nursing and Care: The Moderating Role of Boundary Conditions

“…Recent metaanalyses have demonstrated consistently that an increasing mismatch between personal and organizational goals goes along with a decrease in job satisfaction and organizational commitment as well as increasing intentions to quit [27,28]. For explaining the adverse effects of incongruent personal and organizational goals, it has been argued that incongruent goals may lead to psychological conflict and that a resolution of this conflict requires self-control efforts consuming and depleting a limited control resource [29]. Since employees usually try to achieve organizational goals because they expect to receive positive outcomes in return, they resolve the conflict by suppressing their personal goals and simultaneously compensating their insufficient extrinsic motivation for pursuing the goals of the organization.…”