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When Pursuing Multiple Goals, People Prioritize The Minimally Acceptable Level Over The Aspiration Level, Huey Woon Lee
When Pursuing Multiple Goals, People Prioritize The Minimally Acceptable Level Over The Aspiration Level, Huey Woon Lee
Dissertations and Theses Collection
When pursuing multiple goals over time, the amount of time (i.e., resources) available affects which goal is pursued: people prioritize (i.e., spend time on) the goal furthest from the aspiration level when there is plenty of time available to attain the aspiration level on the multiple goals but switch to prioritize the goal closest to the aspiration level when the time available starts to run out (e.g., Schmidt, Dolis, & Tolli, 2009). Although the aspiration level is the most commonly examined goal level, other goal levels possessing different psychological meanings (e.g., minimally acceptable or status quo goal levels) also exist. …
Pay For Performance: What Type Of Pay Scheme Is Best For Achieving Business Results?, Fermin Augusto Diez
Pay For Performance: What Type Of Pay Scheme Is Best For Achieving Business Results?, Fermin Augusto Diez
Dissertations and Theses Collection
Much has been written, for and against, about compensation as a driver of performance. Two main theoretical constructs deal with this subject: extrinsic theory, including agency theory, whereby money is a main motivator to performance, and intrinsic theory which proposes that money does not motivate, and in fact may hinder, performance. However, corporations spend considerable effort in designing compensation packages with the objective of linking remuneration to performance. Practitioners have developed a variety of mechanisms to deliver pay packages, but heretofore there has been no attempt to validate which, if any, of these various approaches is better able to drive …
Role Of Reward Structure In Creativity And Idea Fixation, Jia Hao Goh
Role Of Reward Structure In Creativity And Idea Fixation, Jia Hao Goh
Dissertations and Theses Collection
This study seeks to investigate the role of team reward structures, namely the equity and equality of rewards on team idea fixation, as well as its eventual effects on team idea creativity. Through a manipulation of reward structures, distributions of rewards differ across various teams, and this is expected to result in changes in individual motivation to share ideas within teams. Furthermore, due to the role of motivation in team processes, it is expected that team learning and performance goal orientation would moderate the relationship between team rewards structure and team idea fixation. Results shows that teams in the equality …