Job performance attributions, career advancement prospects, and performance-contingent rewards
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Job performance attributions, career advancement prospects, and performance-contingent rewards an examination of gender and race effects by Jeffrey H. Greenhaus

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Published by National Centre for Management Research and Development, University of Western Ontario in [London, Ont.] .
Written in English


Book details:

Edition Notes

Includes bibliographic references: p. 24-27.

StatementJeffrey H. Greenhaus and Saroj Parasuraman
SeriesWorking paper series -- no. NC 90-06, Working paper (University of Western Ontario. National Centre for Management Research and Development) -- no. NC 90-06.
ContributionsParasuraman, Saroj, University of Western Ontario. National Centre for Management Research and Development
The Physical Object
Pagination32 p. :
Number of Pages32
ID Numbers
Open LibraryOL26572678M

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  Two studies examined the impact of performance-contingent rewards on perceived autonomy, competence, and intrinsic motivation. Autonomy was measured in terms of both decisional and affective reports. The first study revealed an undermining effect of performance-contingent rewards on affective reports of autonomy among university students, Cited by:   performance-contingent rewards: Definition. reward for A quality work: Term. control and intrinsic motivation: Definition-occasionally use unexpected rewards-use expected tangible rewards sparingly and withdraw as soon as possible-use the most modest rewards possible-make rewards contingent upon quality of work-minimize use of authoritarian. Which statement about the job satisfaction-job performance relationship is most consistent with research? Rewards are in proportion to performance. What does "performance contingent" mean when rewards are discussed as possible influences on satisfaction and performance? Performance appraisal has widened as a concept and as a set of practices and in the form of performance management has become part of a more strategic approach to Author: Clive Fletcher.

  Rewards and Creative Performance: A Meta-Analytic Test of Theoretically Derived Hypotheses Article Literature Review (PDF Available) in Psychological Bulletin (4) March with. Performance not clearly defined (have good goal-setting & feedback practices) 3. Metrics poorly designed or utilized Rewards not tied to desired performance (tie rewards to performance, reward after people perform, have good metrics, be transparent and . Ever since leader reward and punishment behaviors were introduced into the field in the s (cf. Scott, , Sims, , Sims and Szilagyi, ) they have been seen as central to the role of leaders, because they are important determinants of employee attitudes, perceptions and example, in what he termed a reinforcement analysis of leadership, Sims () Cited by: trends show declining job satisfaction Which statement about the job satisfaction–job performance relationship is most consistent with research? A well-rewarded productive worker will be happy What does “performance contingent” mean when rewards are discussed as possible influences on satisfaction and performance? Rewards are in proportion to performance .

Effects of leader contingent and noncontingent reward and punishment behaviors on subordinate performance and satisfaction. Podsakoff PM, Todor WD, Skov R. This study investigated the nature of the relationships between leader reward and punishment behaviors and subordinate performance and by: The measure of job performance was unusually good: it was the sum of a hands-on work sample test, a job knowledge test, and supervisory ratings of job performance. In all three jobs, those selected years earlier using GMA tests had higher job perform­ ance. Q 1: Which of the following statements concerning satisfaction is incorrect? A Option A: Satisfaction causes performance. B Option B: Performance causes satisfaction. C Option C: Rewards cause both satisfaction and performance. D Option D: There is debate over the issue of causality in the satisfaction-performance relationship. E Option E: There is no relation between . influence both satisfaction and performance. • High job satisfaction and performance-contingent rewards influence a person’s work performance. • Size and value of the reward should vary in proportion to the level of one’s performance. Study Question 1: How are motivation, job satisfaction, and performance related? Organizational.