Social Network Analysis

Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Motivatiom and work behaviour

Sensorimotor synchronization (SMS), the rhythmic coordination of perception and action, occurs in many contexts, but most conspicuously in music performance and dance. In the laboratory, it is most often studied in the form of finger tapping to a sequence of auditory stimuli. This review summarizes theories and empirical findings obtained with the tapping task. Its eight sections deal with the role of intention, rate limits, the negative mean asynchrony, variability, models of error correction, perturbation studies, neural correlates of SMS, and SMS in musical contexts. The central theoretical issue is considered to be how best to characterize the perceptual information and the internal processes that enable people to achieve and maintain SMS. Recent research suggests that SMS is controlled jointly by two error correction processes (phase correction and period correction) that differ in their degrees of cognitive control and may be associated with different brain circuits. They exemplify the general distinction between subconscious mechanisms of action regulation and conscious processes involved in perceptual judgment and action planning.

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Sensorimotor synchronization: a review of the tapping literature.

The dynamics of attending: How people track time-varying events.

A temporally based theory of attending is proposed that assumes that the structure of world events affords different attending modes. Future-oriented attending supports anticipatory behaviors and occurs with highly coherent temporal events. Time judgments, given this attending mode, axe influenced by the way an event's ending confirms or violates temporal expectancies. Analytic attending supports other activities (e.g., grouping, counting), and if it occurs with events of low temporal coherence, then time judgments depend on the attending levels involved. A weighted contrast model describes over- and underestimations of event durations. The model applies to comparative duration judgments of equal and unequal time intervals; its rationale extends to temporal productions/extrapolations. Two experiments compare predictions of the contrast model with those derived from other traditional approaches. One characteristic of modern society is a preoccupation with fixed time schedules and standardized timekeepers. We maintain appointments at hourly intervals, rush to meet the 5:00 p.m. bus, and dine at predetermined hours. Yet our natural ability to judge time remains poorly understood. How often do we estimate the time elapsed since last glancing at a clock and discover with surprise that we were fairly accurate? Surprise is understandable because at least as often we lose track of time and err. The validity of these impressions is confirmed by laboratory research showing that duration judgments depend not only on actual physical duration but also on a variety of non

/pdf/dynamic-attending-and-responses-to-time-2xtrtaiu8n.pdf

Dynamic attending and responses to time.

Many employees in today’s organizations are concurrently involved in more than one team at the same time. This study investigates the individual-level relationships between such multiple team membe...

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Is Multiple Team Membership a Challenge or a Hindrance for Individual Employees

Wellbeing in the workplace is an essential element in fostering a worker’s sense of being valued, ensuring their engagement, and ultimately leading to higher levels of productivity and organizational performance. This important book specifically adds to the discussion by taking a global perspective, and evaluates wellbeing in the workplace in different countries, identifying both universal issues and specific cultural issues. Chapter authors have been drawn from across five continents and eleven countries to provide ground-breaking research in wellbeing from different regional perspectives, looking at both developed and developing world scenarios. What is clear throughout the book is that organizations that are not people-centered undermine their capacity to attain and maintain quality standards, high performance, and competitiveness. Organizational concerns about workers' wellbeing are growing exponentially due to the global VUCA (volatile, uncertain, complex, ambiguous) environment. In this environment, organizational success is no longer simply based on short-term revenue maximization, capital investments, or sales, but increasingly depends on people’s wellbeing, human capital, and the development of human talent to ensure sustained and sustainable growth and performance. This book presents a collection of studies that address current and forthcoming organizational challenges and offer realistic solutions to support leaders and managers seeking to balance and value the contribution of people with long-term organizational performance.

Wellbeing for Sustainability in the Global Workplace

Military, governmental, and non-governmental organizations need to collaborate in missions for crisis situations, because no single organization can independently resolve the complex political and socio-economic problems in such situations (e.g., NATO 2010; EU 2013; UN 2013). Indeed, civil-military cooperation helps organizations to synergistically combine resources, expertise, and efforts when dealing with complex issues during peace-support efforts (Haysom 2013). It also prevents that organizations engage in duplicative or conflicting efforts. Hence, building and maintaining civil-military cooperation is vital. Civil-military cooperation is, however, often troubled by the diversity among organizations’ objectives, motives, interests, and planning horizons. Even when willing to cooperate, organizations typically strive to maintain their autonomy and differ in how much cooperation they want to engage in. Moreover, organizations typically lack the sophisticated capacities for sensing other organizations’ needs for information and assistance (Essens et al. 2013).

Improving Evaluation of Civil-Military Cooperation

Boundary Spanning within Multiteam Systems: The Roles of Functional Experience and Identification

Een eerste aanzet naar onderzoek van leiderschap competenties van toekomstige bevelhebbers in Network Centric operations (NCO), gebaseerd op een literatuuronderzoek.

Peter Essens

Papers

Is Multiple Team Membership a Challenge or a Hindrance for Individual Employees

Wellbeing for Sustainability in the Global Workplace

Improving Evaluation of Civil-Military Cooperation

Boundary Spanning within Multiteam Systems: The Roles of Functional Experience and Identification

Competencies of future commanders in network centric operations