Organizational Behavior and Theory Commons^™

A Three-Stage Process Model Of Self-Initiated Expatriate Career Transitions: A Self-Determination Theory Perspective, Yu-Ping Chen

Theses and Dissertations

With more than 31 percent of employers worldwide having difficulty filling positions due to the lack of suitable talent available in their home markets (Manpower, 2010), talent shortage has become a global problem. Thus, many employers are seeking and recruiting skilled employees worldwide. Echoing this trend is the emergence of self-initiated expatriates (SIEs), a growing breed of expatriates that is responding to global talent shortages. Unlike corporate expatriates who are sponsored by organizations to take an international assignment, SIEs independently choose to expatriate and their expatriation experiences are riskier and more unpredictable. Thus, SIEs' motivations pertaining to their decisions to …

An Investigation Into The Relationship Between An Engineering Manager's Purpose-Seeking Beliefs And Behaviors And The Engineering Manager's Perception Of Employee Creativity, Initiative And Purpose-Seeking Behavior, Charles Burton Daniels

Engineering Management & Systems Engineering Theses & Dissertations

Organizations have placed an overwhelming emphasis on extrinsic motivation of its workforce, normally in the form of financial incentives, in an attempt to assure individual and organizational high performance. While a significant level of financial resources is expended in this attempt to predict and influence employee behavior, no objective evidence exists of a favorable return of investment. In fact, the primary impact of most extrinsic motivation might actually be demotivation – the opposite of the intended use.

In this research the prevailing literature was examined and a conclusion about the power of both extrinsic and intrinsic motivation was synthesized to …

Weiser Carrots And Sticks: Motivation Beyond Money At The Shakedown Café, Julian A. Martinez

CMC Senior Theses

It is generally assumed that monetary incentivization is the most effective means of motivating organizationally-beneficial behaviors. Individuals, under this line of thought, pursue their own objective self-interest above all else. However, evidence is being uncovered that indicates that human motivation may be a much more complicated facet of the human psyche. The purpose of this study is to examine the deeper underpinnings that drive people work that might lie beyond financial rewards. In order to do this, the Shakedown Café, a student-run restaurant on Pitzer College’s campus, will be examined. This specific organization is of particular interest because it does …

An Empirical Examination Of Self-Development Activities : Integrating Social Exchange And Motivational Lens, Kanchan Vasant Deosthali

Legacy Theses & Dissertations (2009 - 2024)

In today's competitive global environment, organizations are continuously seeking out ways to motivate employees to learn new skills and update existing skills. One way that employees are updating their skills are through voluntary self-development activities. The current research focuses on these behaviors, and extends prior research by developing and empirically examining a model of self-development behaviors that integrates two theoretical lenses: social exchange and motivation. The social exchange component of the model included distributive justice, procedural justice, trust, and organizational identity and the motivational component of the model focused on subjective norms, self-efficacy, need for achievement, conscientiousness, resources, and attitudes …

"Time To Lead" Motives-Attributes-Skills Knowledge (Mask) Base In Leadership Performance, Chris D. Bellamy

Dr. Chris D. Bellamy

In today’s business environment, executives are seeking ways to identify new leaders which are well rounded in terms of their motivations, attributes, skills, knowledge and abilities to manage people. Companies invest in skill development of existing managers and often in potential managers. The Motivations-Attributes-Skills-Knowledge (MASK) model establishes the framework for baselining leadership behaviors and competencies for assessment and measurement verses a subjective annual performance evaluation. The model establishes behavior patterns that can be used to quantify and qualify as predictors of present and future leadership performance. This model is the standard by which business leaders can use to significantly improve …