When Does Intrinsic Motivation Lead to Worse Job Performance?
Employees who have intrinsic motivation on one task may experience reduced performance on other less interesting tasks.
Employees who have intrinsic motivation on one task may experience reduced performance on other less interesting tasks.
Employees with high intelligence may choke under the pressure of ambitious performance goals. How can organizations tailor their approach to better motivate these bright employees?
Researchers explore the relationships between two facets of perfectionism and various important workplace outcomes.
Researchers examine which types of off-job experiences influence proactive behavior at work the next day, and which do not.
When expectations are high and people face early setbacks, they are likely to feel embarrassed, make excuses, and withdraw from a project.
Researchers study the types of inferences followers make about angry leaders in the workplace and provide recommendations for organizations.
Researchers study how feedback about leadership potential affects employee performance and ambition, and make recommendations for organizations.
Even when supervisors discourage proactivity, prosocial motivation helps promote proactive behavior.
Pay-for-performance systems reward high-performers, but how do they impact low-performers? Can these systems be designed to motivate all employees?
Research shows that employees engage in more self-serving behavior when money is on the line. What can organizations do in response?