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As the modern workplace continues to witness an exponential increase in the deployment of advanced communication technologies, open office work design, collaborative and team-based approach to organizational goal accomplishment, workplace intrusions have become ubiquitous. Yet, there are strong indications that workplace intrusions produce strain reactions in employees due to their attention-switching demands and resource-sapping nature. In essence, this study draws from the job demands-resources (JD-R) theory to test a model involving perceived opportunity to craft (POC) and psychological vulnerability as boundary conditions between workplace intrusions and job apathy. Using data from 350 academics working in a federal university in Nigeria, results of partial least squares structural equation modeling (PLS-SEM) supported the model. Specifically, workplace intrusions and psychological vulnerability were positively related to job apathy, whereas POC was negatively related to it. Further, the relationship between workplace intrusions and job apathy were moderated by POC and psychological vulnerability. However, while POC buffered the relationship, psychological vulnerability boosted it. Therefore, by understanding when workplace intrusions might provoke job apathy, human resources (HR) practitioners, management, and individual academics can begin to consider the role of workplace intrusions in job (re)design to promote employee work motivation., Author(s): Ibeawuchi K. Enwereuzor [sup.1] Author Affiliations: (1) https://ror.org/01sn1yx84, grid.10757.34, 0000 0001 2108 8257, Department of Psychology, University of Nigeria, , 410001, Nsukka, Nsukka, Nigeria Introduction Drawing from Marin's (1990) [...]

In today's world of excessive burnout and turnover, it is essential to understand how job satisfaction can be improved in workers. Few studies have investigated the association between proactive personality and job satisfaction in the Chinese context. This study aims to examine this association and the mediating role of social support and hope in this association. Participants for this study were workers from petroleum mining areas in Northeast China (n = 590). Data were collected by administering a self-reported electronic questionnaire. Regression analysis was used to test the proposed model. The results revealed that after controlling for gender and age, proactive personality significantly predicts job satisfaction. Proactive personality also predicted job satisfaction through social support and hope independently and sequentially. These findings show the effect of proactive personality traits on workers' job satisfaction. Thus, understanding the personality characteristics of the workers and the work environmental factors will aid in improving their job satisfaction., Author(s): Hongxia Wang [sup.1] , Li Lei [sup.2] Author Affiliations: (1) grid.24539.39, 0000 0004 0368 8103, Department of Psychology, Renmin University of China, , 100872, Beijing, China (2) grid.24539.39, 0000 [...]

Employee voice behaviors are critical to enhanced organizational success. The current study applies self-determination theory (SDT) and the job demands-resources model (JD-R) to examine the relationships among job autonomy, work engagement, and voice behaviors and investigates the moderating role of person-organization fit (P-O fit) on these relationships. A total of 262 full-time employees from various industries (e.g., manufacturing, construction, financial, service, and education industries) in Taiwan completed questionnaires across two time points. The results demonstrated that job autonomy was positively related to promotive voice behavior through work engagement. Additionally, P-O fit strengthened the direct effect of work engagement on promotive voice behavior and the indirect effect of job autonomy on promotive voice behavior through work engagement. Theoretical and practical implications are discussed., Author(s): Kuo-Yang Kao [sup.1] , Hao-Hsin Hsu [sup.2] , Candice L. Thomas [sup.3] , Yen-Chuan Cheng [sup.4] , Mi-Ting Lin [sup.4] , Hsiao-Feng Li [sup.1] Author Affiliations: (1) grid.260539.b, 0000 [...]

Much of the current research on salesperson motivation focuses on extrinsic reward expectancy related to compensation, contests, incentives, and quotas. We find that while salespeople want to make money, they also want to make a difference and contribute to society through their work. In Study 1, the qualitative findings reveal that a sense of purpose-the belief that one is making a contribution to a cause greater and more enduring than oneself-is a significant motivator for salespeople. Hence, in Study 2 we develop a measure for sense of purpose and distinguish it from related constructs. Finally, in Study 3 we use a dynamic modeling approach with longitudinal salesperson data to empirically demonstrate that sense of purpose is an antecedent to intrinsic motivation. We also discover that intrinsic motivation is more positively associated with increased salesperson effort, adaptivity, and performance than is a desire for money on average over time, particularly for younger salespeople. These findings not only contribute to theory but also have important ramifications for the effective management of modern sales organizations., Author(s): Valerie Good [sup.1] , Douglas E. Hughes [sup.2] , Hao Wang [sup.2] Author Affiliations: (1) grid.256549.9, 0000 0001 2215 7728, Grand Valley State University, Seidman College of Business, , [...]

By Nancy Baym and Constance Noonan Hadley (Stephanie Dalton Cowan / theispot.com) SUPPORTIVE RELATIONSHIPS WITH COLleagues are critical to job satisfaction, retention, and productivity — but with the dramatic shift [...]

PURPOSE Medical assistants (MAs) have seen their roles expand as a result of team-based primary care models. Unlike their physician counterparts, MAs rarely receive financial incentives as a part of their compensation. This exploratory study aims to understand MA acceptability of financial incentives and perceived MA control over common population health measures. METHODS We conducted semistructured focus groups between August and December of 2019 across 10 clinics affiliated with 3 institutions in California and Utah. MAs' perceptions of experienced and hypothetical financial incentives, their potential influence on workflow processes, and perceived levels of control over population health measures were discussed, recorded, and qualitatively analyzed for emerging themes. Perceived levels of control were further quantified using a Likert survey; measures were grouped into factors representing vaccinations, and workflow completed in the same day or multiple days (multiday). Mean scores for each factor were compared using repeated 1-way ANOVA with Tukey-Kramer adjustment. RESULTS MAs reported little direct experience with financial incentives. They indicated that a hypothetical bonus representing 2% to 3% of their average annual base pay would be acceptable and influential in improving consistent performance during patient rooming workflow. MAs reported having greater perceived control over vaccinations (P CONCLUSIONS MAs perceived that relatively small financial incentives would increase their motivation and quality of care. Our findings suggests target measures should focus on MA work processes that are completed in the same day as the patient encounter, particularly vaccinations. Future investigation is needed to understand the effectiveness of MA financial incentives in practice. Key words: behavior change; medical assistants; financial incentives; team-based care; population health measures, INTRODUCTION Given ongoing nationwide shortcomings in clinical services to improve population health, (1) primary care practices are under increasing financial and regulatory pressure to efficiently deliver high-quality health care. (2,3) [...]

Employee innovative behavior contributes to organizational success, and to overall business viability in the current competitive business environment. This paper analyzes past research and outlines some antecedents of innovative work behaviour. The paper proposes a framework depicting relationships among transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. The paper follows a rigorous, systematic review of published studies representing the literature addressing transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. The paper relied extensively on computerized keyword searches in the main business source databases of EBSCOhost, Emerald, ProQuest, ScienceDirect and SpringerLink supplemented by a manual review. The review leads to a credible conceptual framework that elucidates the relationship among transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. Consequently, the framework advances theories on effective leader behavior, employees' perceptions of fairness and innovative work behavior. The framework helps unpack some underlying mechanisms through which leadership directly and indirectly influences employee innovative work behavior. Recognizing that innovative work behavior is influenced by the quality of supervisor-subordinate relationship, our conceptual framework stimulates a behavior-oriented approach to innovative work behavior research and has the potential to generate actionable knowledge to manage innovative work behavior. Top management could utilize our framework when executing organizational design interventions that engender and shape innovative work behavior. Our framework also advocates for the promotion of effective leader behavior and employees' perceptions of fairness which support innovative work behaviour. In practical terms, organizations could train their supervisors to exhibit more transformational leader behaviors as they stimulate idea generation and implementation. Further, organizations could roll out training focusing on developing better exchange relationships between leaders and their followers. Additionally, organizations, aware of the impact of employee perception of fairness on innovative work behavior, could develop fair and equitable procedures or introduce interventions targeting the development of required behavior which in turn could stimulate innovative work behavior. Future research could benefit by focusing on how specific dimensions of transformational leadership influence employee innovative work behavior at the individual, team and organizational levels. Furthermore, future research could focus on how individual differences impact leadership, perceptions of fairness and innovative work behaviour. JEL Classifications: M10, M19 Keywords: Innovative Work Behavior, Leader-Member Exchange, Transformational Leadership, and Employee Perceptions of Fairness, INTRODUCTION Employee innovative work behavior continues to gain a considerable amount of attention as it has been clearly demonstrated to contribute to organizational performance and survival (Amabile, 1988; Amabile et [...]

The Implicit Relational Assessment Procedure (IRAP) is an assessment tool designed to measure one's learning history with respect to preexisting verbal relations (Bames-Holmes, Hayden, Bames-Holmes, & Stewart, 2008). Responses to stimuli are regarded as implicit because they are measured with respect to the associated response latencies and accuracy, or brief and immediate relational responding (BIRRs; Hughes & Bames-Holmes, 2013, p. 104). This study used the modified (MD) IRAP to select stimuli that were presented in motivational statements in a simulated work task to increase cooperative and conformity responding. Participants came into contact with customized motivational statements promoting cooperative and conformity responding in conditions with a competing pay-for-performance contingency using an alternating treatments design. Results showed that motivational statements temporarily increased cooperative and conformity responding. Moreover, those participants identified as having a stronger history with particular stimuli, as identified in the MD IRAP, chose to cooperate and conform at higher and more sustained rates. The coherence between implicit responding, as demonstrated in the MD IRAP, and explicit responding, as demonstrated in the simulated work task, and the implications it has on prosocial behaviors will be discussed. Keywords Cooperation * Conformity * Rule-governed behavior * Motivative augmentals * IRAP, Introduction Organizations have largely relied on consequential payment manipulations to increase particular employee behaviors. Indeed, scholars have found that increased performance is often tied to a financial consequence (Rafacz, Houmanfar, [...]

Context.--Many pathologists-in-training enter residency or fellowship with either no formal experience in research or with a basic science research background that may not translate well to research in the realm of diagnostic pathology, including surgical pathology, cytopathology, and clinical pathology. Objective.--To provide a starting point and practical framework for residents or fellows who wish to conduct research in these fields. Data Sources.--Existing literature and the pooled experience of the authors, all academic pathologists. Conclusions.--We provide tips and tricks that trainees will find useful when planning and executing pathology research projects. A key component of successful research in diagnostic pathology is active guidance by a skilled faculty mentor, bolstered by enthusiastic, timely work by a highly motivated and dedicated trainee. We hope this advice will improve interactions between trainees and their faculty mentors and enhance the quality of research in diagnostic pathology. (Arch Pathol Lab Med. 2020;144:1131-1138; doi: 10.5858/arpa.2019-0490-RA), Pathology is a broad field, and pathology residency therefore offers a wide variety of translational research opportunities. (1) Trainees may decide to conduct research projects for a number of reasons. [...]

Motivative augmentals are mles or statements that temporarily change the effectiveness of a consequence, similar to establishing operations for nonverbal consequences (Hayes, Bames-Holmes, & Roche, 2001). Many communications by an organization's leadership may function as such and alter the function of stimuli in the workplace, which in turn may influence employee behaviors (Houmanfar & Rodrigues, Journal of Applied Radical Behavior Analysis, Nl, 22-27, 2012). There is a lack of experimental research regarding this, however, particularly under different organizational pay systems (i.e., financial contingencies), which have been repeatedly shown to influence performance (e.g., Gupta & Shaw, Compensation and Benefits Review, 30(2), 26-32, 1998; Locke, Feren, McCaleb, Shaw, & Denny, 1980). The current study sought to compare the two by measuring the effect of motivational statements on individual versus cooperative responding under two different pay-for-performance contingencies in an organizational analogue. Stimuli for the motivational statements were selected utilizing an Implicit Relational Assessment Procedure (IRAP) with one group of participants, and these statements were then tested under piece-rate and profit-share conditions with a second group of participants in a counterbalanced reversal design. Results indicated that the financial contingencies had more of an effect on responding, but that motivational statements influenced behavior as well. In particular, motivational statements affected whether a participant chose to cooperate or behave individually more under financially neutral conditions (i.e., profit share) when there was no financial cost for doing so. As such, organizations can utilize memos or speeches to increase performance, but it is important for the content to align with financial contingencies in order to maximize performance. Keywords Motivative augmentals * Pay-for-performance * Implicit relational assessment procedure * Rules * Cooperation * Relational frame theory, One of the primary means of influencing employee behavior and productivity involve consequential manipulations, in particular performance-based pay. Some of the most common examples of payment systems are hourly, piece [...]