Search

Motivation is key for performance in domains such as work, sport, and learning. Research has established that motivation and the willingness to invest effort generally increase as a function of reward. However, this view struggles to explain some empirical observations—for example, in the domain of sport, athletes sometimes appear to lose motivation when playing against weak opponents—this despite objective rewards being high. This and similar evidence highlight the role of subjective value in motivation and effort allocation. To capture this, here, we advance a novel theory and computational model where motivation and effort allocation arise from reference-based evaluation processes. Our proposal argues that motivation (and the ensuing willingness to exert effort) stems from subjective value, which in turns depends on one's standards about performance and on the confidence about these standards. In a series of simulations, we show that the model explains puzzling motivational dynamics and associated feelings. Crucially, the model identifies realistic standards (i.e., those matching one's own actual ability) as those more beneficial for motivation and performance. On this basis, the model establishes a normative solution to the problem of optimal allocation of effort, analogous to the optimal allocation of neural and computational resources as in efficient coding. [ABSTRACT FROM AUTHOR]

Performance based assessment is currently receiving renewed attention as an alternative to conventional testing. We argue that performance based assessment, supported by a microcredentialing system, is particularly well suited to corporate environments that stress strategic development of their workforce capacities. There are important implications for job task analysis, integration of assessment and training, and training management. [ABSTRACT FROM AUTHOR]

Innovative work behavior has been one of the essential attribute of high performing firms, and the roles of entrepreneurial orientation and self-leadership have been important for promoting innovative work behavior. This study advances research on innovative work behavior by examining the mediating role of self-leadership in the relationship between perceived entrepreneurial orientation and innovative work behavior. Structural equation modelling is employed to analyze data from a survey of 404 employees in banking sector. The results of reliability measures and confirmatory factor analysis strongly support the scale of the study. The results from an empirical survey study in the deposit banks reveal that participants' perceptions about high levels of entrepreneurial orientation have a positive impact on innovative work behavior. The results also provide support for the full mediating role of self-leadership in the relationship between participants' perceptions of entrepreneurial orientation and innovative work behavior. Additionally, this study provides some implications for practitioners in the banking sector to facilitate innovative work behavior through entrepreneurial orientation and self- leadership. [ABSTRACT FROM AUTHOR]