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61
Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity
- Journal of Applied Psychology
, 2008
"... Researchers have obtained conflicting results about the role of prosocial motivation in persistence, performance, and productivity. To resolve this discrepancy, I draw on self-determination theory, proposing that prosocial motivation is most likely to predict these outcomes when it is accompanied by ..."
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Cited by 52 (9 self)
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Researchers have obtained conflicting results about the role of prosocial motivation in persistence, performance, and productivity. To resolve this discrepancy, I draw on self-determination theory, proposing that prosocial motivation is most likely to predict these outcomes when it is accompanied by intrinsic motivation. Two field studies support the hypothesis that intrinsic motivation moderates the association between prosocial motivation and persistence, performance, and productivity. In Study 1, intrinsic motivation strengthened the relationship between prosocial motivation and the overtime hour persistence of 58 firefighters. In Study 2, intrinsic motivation strengthened the relationship between prosocial motivation and the performance and productivity of 140 fundraising callers. Callers who reported high levels of both prosocial and intrinsic motivations raised more money 1 month later, and this moderated association was mediated by a larger number of calls made. I discuss implications for theory and research on work motivation.
A little thanks goes a long way: Explaining why gratitude expressions motivate prosocial behavior
- Journal of Personality and Social Psychology
, 2010
"... Although research has established that receiving expressions of gratitude increases prosocial behavior, little is known about the psychological mechanisms that mediate this effect. We propose that gratitude expressions can enhance prosocial behavior through both agentic and communal mechanisms, such ..."
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Cited by 36 (6 self)
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Although research has established that receiving expressions of gratitude increases prosocial behavior, little is known about the psychological mechanisms that mediate this effect. We propose that gratitude expressions can enhance prosocial behavior through both agentic and communal mechanisms, such that when helpers are thanked for their efforts, they experience stronger feelings of self-efficacy and social worth, which motivate them to engage in prosocial behavior. In Experiments 1 and 2, receiving a brief written expression of gratitude motivated helpers to assist both the beneficiary who expressed gratitude and a different beneficiary. These effects of gratitude expressions were mediated by perceptions of social worth and not by self-efficacy or affect. In Experiment 3, we constructively replicated these effects in a field experiment: A manager’s gratitude expression increased the number of calls made by university fundraisers, which was mediated by social worth but not self-efficacy. In Experiment 4, a different measure of social worth mediated the effects of an interpersonal gratitude expression. Our results support the communal perspective rather than the agentic perspective: Gratitude expressions increase prosocial behavior by enabling individuals to feel socially valued.
Giving commitment: Employee support programs and the prosocial sensemaking process.
- Academy of Management Journal
, 2008
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Reversing the extraverted leadership advantage: The role of employee proactivity. Academy of management journal
, 2011
"... Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses ..."
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Cited by 19 (2 self)
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Extraversion predicts leadership emergence and effectiveness, but do groups perform more effectively under extraverted leadership? Drawing on dominance complementarity theory, we propose that although extraverted leadership enhances group performance when employees are passive, this effect reverses when employees are proactive, because extraverted leaders are less receptive to proactivity. In Study 1, pizza stores with leaders rated high (low) in extraversion achieved higher profits when employees were passive (proactive). Study 2 constructively replicates these findings in the laboratory: passive (proactive) groups achieved higher performance when leaders acted high (low) in extraversion. We discuss theoretical and practical implications for leadership and proactivity.
Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership Academy of Management Journal
"... Although transformational leadership is thought to increase followers ’ performance by motivating them to transcend self-interest, rhetoric alone may not be sufficient. I propose that transformational leadership is most effective in motivating followers when they interact with the beneficiaries of t ..."
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Cited by 12 (1 self)
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Although transformational leadership is thought to increase followers ’ performance by motivating them to transcend self-interest, rhetoric alone may not be sufficient. I propose that transformational leadership is most effective in motivating followers when they interact with the beneficiaries of their work, which highlights how the vision has meaningful consequences for other people. In a quasi-experimental study, beneficiary contact strengthened the effects of transformational leadership on call center employees ’ sales and revenue. A survey study with government employees extended these results, supporting a moderated mediation model with perceived prosocial impact. Relational job design can enhance the motivational effects of trans-formational leadership. A fundamental task for leaders is to motivate followers to accomplish great things (Vroom & Jago, 2007). According to theories of transformational and charismatic leadership, leaders achieve this task by engaging in inspirational behaviors such as articulating a compelling vision, emphasizing col-lective identities, expressing confidence and opti-mism, and referencing core values and ideals (Bass, 1985; Burns, 1978; House, 1977; Shamir, House, & Arthur, 1993). Evidence suggests that when leaders engage in these visionary behaviors, followers set more value-congruent goals (Bono & Judge, 2003) and experience their work as more meaningful (Pic-colo & Colquitt, 2006; Purvanova, Bono, & Dziewe-czynski, 2006). As a result, research has shown that on average, transformational leadership correlates positively with followers ’ motivation and job per-formance (Judge & Piccolo, 2004). However, evidence suggests that transforma-tional leadership does not always motivate higher performance among followers. Inconsistent effects of transformational leadership on followers ’ perfor-mance have emerged in field experiments in Cana-dian banks (Barling, Weber, & Kelloway, 1996) and
Managing joint production motivation: the role of goal framing and governance mechanisms
- Academy of Management Review
, 2011
"... We contribute to the microfoundations of organizational performance by proffering the construct of joint production motivation. Under such motivational conditions individuals see themselves as part of a joint endeavor, each with his or her own roles and responsibilities; generate shared representat ..."
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Cited by 9 (4 self)
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We contribute to the microfoundations of organizational performance by proffering the construct of joint production motivation. Under such motivational conditions individuals see themselves as part of a joint endeavor, each with his or her own roles and responsibilities; generate shared representations of actions and tasks; cognitively coordinate cooperation; and choose their own behaviors in terms of joint goals. Using goal-framing theory, we explain how motivation for joint production can be managed by cognitive/symbolic management and organizational design.
Giving time, time after time: Work design and sustained employee participation in corporate volunteering
- Academy of Management Review
, 2012
"... Corporate volunteering programs are important channels for expressing care and compassion, but little research has examined when and why employees sustain involvement. Integrating work design and volunteering theories, I introduce a model that explains how depleted task, social, and knowledge charac ..."
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Cited by 8 (0 self)
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Corporate volunteering programs are important channels for expressing care and compassion, but little research has examined when and why employees sustain involvement. Integrating work design and volunteering theories, I introduce a model that explains how depleted task, social, and knowledge characteristics of jobs trigger compensatory motives during initial volunteering episodes. When these motives are fulfilled by volunteering projects, employees repeat participation, internalizing vol-unteer identities—contingent on pressure, matching incentives, recognition, manage-rial support, and targeted causes. Corporate volunteering is an important ve-hicle for delivering care and compassion to causes and communities in need. Over 90 per-cent of Fortune 500 companies run employee volunteering programs, formally sponsoring and subsidizing employees ’ efforts to perform community service and outreach activities on
Mission possible? the performance of prosocially motivated employees depends on manager trustworthiness
- J Appl Psychol
, 2009
"... The authors propose that in mission-driven organizations, prosocially motivated employees are more likely to perform effectively when trust cues enhance their perceptions of task significance. The authors develop and test a model linking prosocial motivation, trust cues, task significance, and perfo ..."
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Cited by 8 (4 self)
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The authors propose that in mission-driven organizations, prosocially motivated employees are more likely to perform effectively when trust cues enhance their perceptions of task significance. The authors develop and test a model linking prosocial motivation, trust cues, task significance, and performance across 3 studies of fundraisers using 3 different objective performance measures. In Study 1, perceiving managers as trustworthy strengthened the relationship between employees ’ prosocial motivation and performance, measured in terms of calls made. This moderated relationship was mediated by employees’ perceptions of task significance. Study 2 replicated the interaction of manager trustworthiness and prosocial motivation in predicting a new measure of performance: dollars raised. It also revealed 3-way interactions between prosocial motivation, manager trustworthiness, and dispositional trust propensity, such that high trust propensity compensated for low manager trustworthiness to strengthen the associ-ation between employees ’ prosocial motivation and performance. Study 3 replicated all of the previous mediation and moderation findings in predicting initiative taken by professional fundraisers. Implications for work motivation, work design, and trust in organizations are discussed.
Personality-targeted design: Theory, experimental procedure, and preliminary results
, 2013
"... We introduce a framework for personality-targeted design. Much like a medical treatment applied to a person based on his specific genetic profile, we make the case for theory-driven personalized UI design, and argue that it can be more effective than design applied equally to the entire population. ..."
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Cited by 6 (3 self)
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We introduce a framework for personality-targeted design. Much like a medical treatment applied to a person based on his specific genetic profile, we make the case for theory-driven personalized UI design, and argue that it can be more effective than design applied equally to the entire population. In particular, we show that users’ conscientiousness levels determine their reactions to UI indicators of critical mass. We created a simulated social recommender system in which participants answer a short personality questionnaire and are subsequently presented with a picture of a pet that purports to be the “best match” for their personality. We then manipulated the UI by providing indicators of the existence and the lack of critical mass. We tested whether the interaction between personality and UI design affects users ’ participation. The findings validate our hypothesis, showing that manipulation of the critical mass indicators affect high-conscientiousness and low-conscientiousness participants in opposite directions. Author Keywords Social psychology; theory-driven design; personality;
Prosocial Values and Performance Management Theory: The Link between Perceived Social Impact and Performance Information Use
, 2011
"... The La Follette School takes no stand on policy issues; opinions expressed in this paper reflect the views of individual researchers and authors. Prosocial Values and Performance Management Theory: The Link between Perceived Social Impact and Performance Information Use Performance management techni ..."
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Cited by 6 (2 self)
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The La Follette School takes no stand on policy issues; opinions expressed in this paper reflect the views of individual researchers and authors. Prosocial Values and Performance Management Theory: The Link between Perceived Social Impact and Performance Information Use Performance management techniques are presented as control mechanisms to save money and hold bureaucrats accountable, consistent with negative agency theory assumptions of bureaucrats. We propose an alternative theory of performance management that rests on prosocial values. This theory argues that public servants who see the social impact of their work are more likely to use performance metrics. We operationalize performance information use in terms of purposeful use for internal organizational means, and political use for external legitimation. Those who perceive that their work has a strong social impact are likely to pursue both types of uses, to improve both the effectiveness of their services, and to maintain resources. The data comes for a cross-sectional survey of U.S. public and non-profit employees. 1
