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Work and motivation
TLDR
In this paper, the authors integrate the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance, including motivation, goal incentive, and attitude.Abstract:
Why do people choose the careers they do? What factors cause people to be satisfied with their work? No single work did more to make concepts like motive, goal incentive, and attitude part of the workplace vocabulary. This landmark work, originally published in 1964, integrates the work of hundreds of researchers in individual workplace behavior to explain choice of work, job satisfaction, and job performance. Includes an extensive new introduction that highlights and updates his model for current organization behavior educators and students, as well as professionals who must extract the highest levels of productivity from today's downsized workforces.read more
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Factors affecting performance of hospital nurses in Riyadh Region, Saudi Arabia.
TL;DR: The study finds that job performance is positively correlated with organizational commitment, job satisfaction and personal and professional variables, and bothJob satisfaction and organizational commitment are strong predictors of nurses' performance.
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The Role of Human Resource Systems in Job Applicant Decision Processes
TL;DR: In this article, the authors proposed that information conveyed through human resource systems affects applicant job choices, that particular systems will be more important to some people than to others, and that job acceptance will be influenced by the degree to which individual characteristics match the content of the system information presented.
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An investigation of the relationship between behavioral processes, motivation, investments in the service business and service revenue
Heiko Gebauer,Elgar Fleisch +1 more
TL;DR: In this paper, a combination of qualitative and quantitative research approaches is used to illustrate that managers cannot be easily motivated to invest resources in extending the service business in manufacturing companies, and that the belief in the financial opportunities of services risk aversion in exploiting strategic opportunities, setting overambitious objectives and an overemphasis on obvious causalities limit managerial motivation to extend the services business.
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I won’t let you down… or will I? Core self-evaluations, other-orientation, anticipated guilt and gratitude, and job performance.
Adam M. Grant,Amy Wrzesniewski +1 more
TL;DR: It is proposed that high core self-evaluations are more likely to increase job performance for other-oriented employees, who tend to anticipate feelings of guilt and gratitude, and tested these hypotheses across field studies using different operationalizations of both performance and other-orientation.