Influence of higher order need strength and job characteristics on job performance.
- Authors: Blignaut, C.J.H. , Raubenheimer, I. van W.
- Date: 1975
- Subjects: Psychological value , Contemporary theories , Work motivation , Work satisfaction
- Type: Article
- Identifier: uj:6536 , http://hdl.handle.net/10210/2735
- Description: Contemporary theories of work motivation are classified according to (1) those based on the underlying assumption that all individuals posses higher level need, are capable of satisfying and will indeed satisfy such needs provided the job situation incorporates the conditions or characteristics that make satisfaction possible and (2) those theories suggesting that an individual may or may not be motivated by certain job characteristics depending on whether he in fact has specific (higher level) needs to be fulfilled and whether he views the job situation as conductive to need satisfaction. 126 Subjects employed by a chemical industry took part in an experiment designed to test the basic assumptions underlying the aforementioned theories. Data relating to higher order need satisfaction, the psychological value of job content and job performance served as input to a 2X2 factorial analysis. Results indicate that only the psychological value of job content represented a significant source of variation (p is smaller as ,01) - a finding which favours category (1) theories to a large extent. No significant interaction between the latter source of variation and higher order need satisfaction could be found.
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The relationship between managers’ goal-setting styles and subordinates’ goal commitment
- Authors: Van Lill, Xander , Roodt, Gerhard , De Bruin, Gideon P.
- Date: 2020
- Subjects: Work motivation , Goal-setting styles , Supervisor-focused interactional justice
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/456718 , uj:40470 , Citation: Van Lill, X., Roodt, G. & De Bruin, G.P., 2020, ‘The relationship between managers’ goal-setting styles and subordinates’ goal commitment’, South African Journal of Economic and Management Sciences 23(1), a3601. https://doi. org/10.4102/sajems. v23i1.3601 , ISSN: (Online) 2222-3436
- Description: Abstract: Background: Convincing employees to set aside their self-interests and commit to collective goals is essential for the effective functioning of organisations. It is critical that the impact of different managerial goal-setting styles, and the associated impressions of fair interpersonal treatment in the workplace, is understood from subordinates’ perspective. This might clarify the psychological mechanisms involved in motivating subordinates to commit to organisational goals. Aim: The primary aim of this article is to determine the relationship between managers’ goalsetting styles and subordinates’ goal commitment. The secondary aim is to determine whether this relationship is mediated by interactional justice. Setting: A total of 451 working adults completed an online or paper-and-pen survey. Methods: A mediator model was conducted in structural equation modelling with maximum likelihood estimation and Bollen-Stine bootstrapping, with 5000 bootstrap resamples, to test the hypotheses. Results: The perception that managers are deliberative had the greatest positive direct relationship with subordinates’ goal commitment, followed by the directive style. Subordinates’ perception of managers as complaisant, in turn, were unrelated to goal commitment (amotivational), whereas the perception of managers as hostile had a negative relationship with goal commitment. Informational justice, not interpersonal justice, emerged as the only mediating variable. Conclusion: Managers should be encouraged to actively seek feedback from subordinates on their goal-setting styles. Managers can accordingly adapt their behaviour to effectively motivate subordinates to commit to organisational goals.
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