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448
Using social psychology to motivate contributions to online communities
- Proceedings of the ACM Conference on Computer-Supported Cooperative Work. doi:10.1145/ 1031607.1031642
, 2004
"... Under-contribution is a problem for many online communities. Social psychology theories of social loafing and goal-setting can provide mid-level design principles to address this problem. We tested the design principles in two field experiments. In one, members of an online movie recommender communi ..."
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Cited by 218 (10 self)
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Under-contribution is a problem for many online communities. Social psychology theories of social loafing and goal-setting can provide mid-level design principles to address this problem. We tested the design principles in two field experiments. In one, members of an online movie recommender community were reminded of the uniqueness of their contributions and the benefits that follow from them. In the second, they were given a range of individual or group goals for contribution. As predicted by theory, individuals contributed when they were reminded of their uniqueness and when they were given specific and challenging goals, but other predictions were not borne out. The paper ends with suggestions and challenges for mining social science theories as well as implications for design.
The relationship of entrepreneurial traits, skill, and motivation to new venture growth
- Journal of Applied Psychology
, 2004
"... Previous research on entrepreneurship as well as goal, social–cognitive, and leadership theories has guided hypotheses regarding the relationship between entrepreneurial traits and skill (passion, tenacity, and new resource skill) and situationally specific motivation (communicated vision, self-effi ..."
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Cited by 118 (1 self)
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Previous research on entrepreneurship as well as goal, social–cognitive, and leadership theories has guided hypotheses regarding the relationship between entrepreneurial traits and skill (passion, tenacity, and new resource skill) and situationally specific motivation (communicated vision, self-efficacy, and goals) to subsequent venture growth. Data from 229 entrepreneur–chief executive officers and 106 associates in a single industry were obtained in a 6-year longitudinal study. Structural equation modeling revealed a web of relationships that impact venture growth. Goals, self-efficacy, and communicated vision had direct effects on venture growth, and these factors mediated the effects of passion, tenacity, and new resource skill on subsequent growth. Furthermore, communicated vision and self-efficacy were related to goals, and tenacity was related to new resource skill. The important role of entrepreneurial activity for the conversion of technological and organizational innovation into new and more efficient products and services is well known (Schumpeter, 1934). Also, new businesses created sufficient new job growth during the 1980s and 1990s to overcome the elimination of over five million jobs in big business (Kirchhoff, 1997). However, more than 50%
Theory-driven design strategies for technologies that support behavior change in everyday life
- CHI '09: Proceedings of the 27th International Conference on Human Factors in Computing Systems
, 2009
"... In this paper, we propose design strategies for persuasive technologies that help people who want to change their everyday behaviors. Our strategies use theory and prior work to substantially extend a set of existing design goals. Our extensions specifically account for social characteristics and ot ..."
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Cited by 92 (2 self)
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In this paper, we propose design strategies for persuasive technologies that help people who want to change their everyday behaviors. Our strategies use theory and prior work to substantially extend a set of existing design goals. Our extensions specifically account for social characteristics and other tactics that should be supported by persuasive technologies that target long-term discretionary use throughout everyday life. We used these strategies to design and build a system that encourages people to lead a physically active lifestyle. Results from two field studies of the system—a three-week trial and a three-month experiment—have shown that the system was successful at helping people maintain a more physically active lifestyle and validate the usefulness of the strategies.
Employee commitment and motivation: A conceptual analysis and integrative model
- Journal of Applied Psychology
, 2004
"... Theorists and researchers interested in employee commitment and motivation have not made optimal use of each other’s work. Commitment researchers seldom address the motivational processes through which commitment affects behavior, and motivation researchers have not recognized important distinctions ..."
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Cited by 89 (0 self)
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Theorists and researchers interested in employee commitment and motivation have not made optimal use of each other’s work. Commitment researchers seldom address the motivational processes through which commitment affects behavior, and motivation researchers have not recognized important distinctions in the forms, foci, and bases of commitment. To encourage greater cross-fertilization, the authors present an integrative framework in which commitment is presented as one of several energizing forces for motivated behavior. E. A. Locke’s (1997) model of the work motivation process and J. P. Meyer and L. Herscovitch’s (2001) model of workplace commitments serve as the foundation for the development of this new framework. To facilitate the merger, a new concept, goal regulation, is derived from self-determination theory (E. L. Deci & R. M. Ryan, 1985) and regulatory focus theory (E. I. Higgins, 1997). By including goal regulation, it is acknowledged that motivated behavior can be accompanied by different mindsets that have particularly important implications for the explanation and prediction of discretionary work behavior. Organizational scientists and practitioners have long been inter-ested in employee motivation and commitment. This interest de-rives from the belief and evidence that there are benefits to having
Relational job design and the motivation to make a prosocial difference
- Academy of Management Review
, 2007
"... This article illustrates how work contexts motivate employees to care about making a positive difference in other people’s lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees ’ actions ..."
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Cited by 83 (19 self)
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This article illustrates how work contexts motivate employees to care about making a positive difference in other people’s lives. I introduce a model of relational job design to describe how jobs spark the motivation to make a prosocial difference, and how this motivation affects employees ’ actions and identities. Whereas existing research fo-cuses on individual differences and the task structures of jobs, I illuminate how the relational architecture of jobs shapes the motivation to make a prosocial difference. Why do I risk my life by running into a burning building, knowing that at any moment... the floor may give way, the roof may tumble on me, the fire may engulf me?... I’m here for my community, a community I grew up in, a communitywhere I know lots of people, a community that knows me (fire-fighter; International Firefighters ’ Day, 2004). On my bad days I feel I have wasted three years working here in the ghetto.... You can work four days straight, sixteen hours a day... until your eyes start falling out.... we charge one-tenth of what a lawyer would normally charge.... It’s just physically too much—and emotionally.... You’re aware of the suffering of your client.... You know the pressure he’s under. It makes you all the more committed. We don’t help them only with their legal problems. If they’re suffering from a psycho-logical problem we try to hook them up with a psychiatrist.... You get to know them intimately. We’re very close.... The people I work with here are my life (inner-city attorney; Terkel, 1972: 538– 539). Employees often care about making a positive difference in other people’s lives. In the popular press, it is widely assumed that employees want to make a difference (Bornstein, 2004; Everett, 1995; May, 2003; Quinn, 2000). In order to moti-vate employees, many organizations define their missions in terms of making a difference
Transformational leadership and job behaviors: The mediating role of job characteristics
- Academy of Management Journal
, 2006
"... Although the effects of transformational leadership on task performance and organi-zational citizenship behavior (OCB) are well-documented, the mechanisms that ex-plain those effects remain unclear. We propose that transformational leadership is associated with the way followers view their jobs, in ..."
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Cited by 74 (0 self)
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Although the effects of transformational leadership on task performance and organi-zational citizenship behavior (OCB) are well-documented, the mechanisms that ex-plain those effects remain unclear. We propose that transformational leadership is associated with the way followers view their jobs, in terms of Hackman and Oldham’s (1976) core job characteristics. Results of our study support a structural model whereby indirect effects supplement the direct effects of transformational leadership on task performance and OCB through the mechanisms of job characteristics, intrinsic motivation, and goal commitment. Additional analyses revealed that transformational leadership relationships were significantly stronger for followers who perceived high-quality leader-member exchange. Over the past two decades, transformational leadership has emerged as one of the most popular approaches to understanding leader effectiveness. Transformational leadership theory rests on the as-sertion that certain leader behaviors can arouse fol-lowers to a higher level of thinking (Bass, 1985; Burns, 1978). By appealing to followers ’ ideals and values, transformational leaders enhance commit-ment to a well-articulated vision and inspire fol-lowers to develop new ways of thinking about problems. Indeed, the positive association between transformational leadership and follower behaviors is well documented (Fuller, Patterson, Hester, &
What should we do about motivation theory? Six recommendations for the twenty-first century. The Academy of Management Review
, 2004
"... We present six recommendations for building theories of work motivation that are more valid, more complete, broader in scope, and more useful to practitioners than existing theories. (1) Integrate extant theories by using existing meta-analyses to build a megatheory of work motivation. (2) Create a ..."
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Cited by 61 (0 self)
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We present six recommendations for building theories of work motivation that are more valid, more complete, broader in scope, and more useful to practitioners than existing theories. (1) Integrate extant theories by using existing meta-analyses to build a megatheory of work motivation. (2) Create a boundaryless science of work motivation. (3) Study the various types of relationships that could hold between general (trait) and situationally specific motivation. (4) Study subconscious as well as conscious motivation. (5) Use introspection explicitly in theory building. (6) Acknowl-edge the role of volition in human action when formulating theories. The concept of motivation refers to internal factors that impel action and to external factors that can act as inducements to action. The three aspects of action that motivation can affect are direction (choice), intensity (effort), and duration (persistence). Motivation can affect not only the acquisition of people’s skills and abilities but
Training transfer: An integrative literature review
- Journal of Human Resource Development Review
, 2007
"... Given the proliferation of training transfer studies in various disciplines, we provide an integrative and analytical review of factors impacting transfer of training. Relevant empirical research for transfer across the management, human resource development (HRD), training, adult learning, performa ..."
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Cited by 57 (3 self)
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Given the proliferation of training transfer studies in various disciplines, we provide an integrative and analytical review of factors impacting transfer of training. Relevant empirical research for transfer across the management, human resource development (HRD), training, adult learning, performance improvement, and psychology literatures is integrated into the review. We syn-thesize the developing knowledge regarding the primary factors influencing transfer—learner characteristics, intervention design and delivery, and work environment influences—to identify variables with substantive support and to discern the most pressing gaps. Ultimately, a critique of the state of the transfer literature is provided and targeted suggestions are outlined to guide future empirical and theoretical work in a meaningful direction.
Employee attitudes and job satisfaction
- Human Resource Management
, 2004
"... This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, a ..."
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Cited by 52 (0 self)
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This article identifies three major gaps between HR practice and the scientific research in the area of employee attitudes in general and the most focal employee attitude in particular—job satisfaction: (1) the causes of employee attitudes, (2) the results of positive or negative job satisfaction, and (3) how to measure and influence employee attitudes. Suggestions for practitioners are provided on how to close the gaps in knowledge and for evaluating implemented practices. Future research will likely focus on greater understanding of personal characteristics, such as emotion, in defining job satisfaction and how employee attitudes influence organizational performance. © 2004 Wiley Periodicals, Inc. “Happy employees are productive employees.” “Happy employees are not productive employees. ” We hear these conflicting statements made by HR professionals and managers in organizations. There is confusion and debate among practitioners on the topic of employee attitudes and job satisfaction—
New directions in goal-setting theory
- Current Directions in Psychological Science
, 2006
"... ABSTRACT—Goal-setting theory is summarized regarding the effectiveness of specific, difficult goals; the relationship of goals to affect; the mediators of goal effects; the relation of goals to self-efficacy; the moderators of goal effects; and the generality of goal effects across people, tasks, co ..."
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Cited by 52 (0 self)
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ABSTRACT—Goal-setting theory is summarized regarding the effectiveness of specific, difficult goals; the relationship of goals to affect; the mediators of goal effects; the relation of goals to self-efficacy; the moderators of goal effects; and the generality of goal effects across people, tasks, coun-tries, time spans, experimental designs, goal sources (i.e., self-set, set jointly with others, or assigned), and dependent variables. Recent studies concerned with goal choice and the factors that influence it, the function of learning goals, the effect of goal framing, goals and affect (well-being), group goal setting, goals and traits, macro-level goal setting, and conscious versus subconscious goals are described. Suggestions are given for future research. KEYWORDS—goal setting; self-efficacy; commitment; sub-conscious goals
