Determinants, process, and consequences of personal goals and performance

Moussa, Faten

doi:10.1016/s0149-2063(00)00082-9

Cited by 6 publications

(8 citation statements)

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“…Wood, Atkins and Bright (1999) found that bonuses based on end-of-period appraisal ratings lead to setting more challenging goals but lower performance compared to bonuses based on self-set goals. Moussa (2000) found that a straight piece-rate system coupled with instructions to set hard goals resulted in the highest level of set goals. A downside to pay for performance was also recently demonstrated (Deckop, Mangel & Cirka, 1999).…”

Section: Recruitmentmentioning

confidence: 99%

Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Wright

Boswell

2002

Journal of Management

732

261

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Since the early 1980's the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four subareas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently. http://www.ilr.cornell.edu/cahrs This paper has not undergone formal review or approval of the faculty of the ILR School. It is intended to make results of Center research available to others interested in preliminary form to encourage discussion and suggestions. Desegregating HRM: A Review and Synthesis CAHRS WP02-11Page 3 AbstractSince the early 1980's the field of HRM has seen the independent evolution of two independent subfields (strategic and functional), which we believe is dysfunctional to the field as a whole. We propose a typology of HRM research based on two dimensions: Level of analysis (individual/ group or organization) and number of practices (single or multiple). We use this framework to review the recent research in each of the four sub-areas. We argue that while significant progress has been made within each area, the potential for greater gains exists by looking across each area. Toward this end we suggest some future research directions based on a more integrative view of HRM. We believe that both areas can contribute significantly to each other resulting in a more profound impact on the field of HRM than each can contribute independently.The authors wish to thank Michael Wesson, Quinetta Roberson, Christopher Collins and two anonymous reviewers for their helpful comments on an earlier draft of this paper. The first author also wishes to acknowledge that support for the preparation of this paper was provided by the Center for Advanced Human Resource Studies at Cornell University. While these reviews have commendably identified some of the major issues surrounding the various aspects of HRM, they have consistently segregated different aspects of the field, most notably the macro (strategic) and micro (functional) sides. It is our belief that while there is much yet to be discovered in each of these areas, the time is ripe to unify the field. Through examining the linkages between these sub-fields, we attempt to integrate the previously independent issues and concerns. The purpose of this paper is to provide a framework for identifying the intersections of macro and micro HRM research and to explore how those intersections can result in more profound research ...

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Section: Recruitmentmentioning

confidence: 99%

Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Wright

Boswell

2002

Journal of Management

732

261

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“…Research has been focused on multiple perspectives: for example, the influence of CEO characteristics on performance (Moussa, 2000) and the organizational structure (Hambrick and Mason, 1984). In the same vein, Kochan et al (1986) introduced the idea that management values are an important determinant of HR practices.…”

Section: Influence Of the Management Stylementioning

confidence: 99%

High-involvement practices in human resource management: concept and factors that motivate their adoption

Ordiz-Fuertes

Fernández

2003

The International Journal of Human Resource Management

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Using data on 250 Spanish firms, we examine the incidence of high-involvement practices and investigate what variables are associated with the adoption of these practices. Particularly, we analyse the influence of size, age, competitive advantage, activity sector, the existence of a recent crisis, culture, leadership style and the competitiveness of the environment on the adoption of high-involvement work practices. With all this, we try to offer an exploratory view of nature of the contexts that condition the adoption of such practices, with the aim of motivating future research more thoroughly.

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“…Expectancy theory predicts that employees will be motivated to behave in ways that will result in expected outcomes or rewards (Vroom, 1964). In other words, employees are motivated when they anticipate that their efforts will result in the intended performance goals (expectancy), when they expect that the accomplishment of a performance goal will lead to more rewards (instrumentality), and when they place a high value on those rewards (valence; Moussa, 2000; Vroom, 1964). For instance, Noe (1986) found that when trainees perceived that more effort would enhance their performance in training and that high job performance would be instrumental in obtaining desired outcomes (i.e., rewards), employees were more motivated and indeed performed better.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Similarly, Locke and Latham (1990) argued that the link between effort and high performance (i.e., expectancy) could be strengthened by employees’ human capital. Taken together with Hypotheses 1 and 2, group-incentive participants of companies with more human capital expect greater goal accomplishment and higher rewards from this accomplishment; this generally leads to stronger job satisfaction and commitment to the organization’s goals (Gerhart & Rynes, 2003; Moussa, 2000). In contrast, if employees do not have confidence in coworkers’ human capital, it seems likely that they would expect poor overall organizational performance despite their own efforts.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Attitudes of Group Incentive Participants

Park

2012

Group & Organization Management

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Using expectancy theory, this study investigated (1) the mediating roles of job satisfaction and organizational commitment in the relationship between group-incentive participation and turnover intention and (2) the moderating role of human capital level in these relationships. Although a few studies have found group-incentive participation to be closely related to individual employees' attitudes, the field knows little about the mechanisms that drive this relationship and the role of human capital level in these relationships. The findings of this study provide evidence that job satisfaction and organizational commitment mediated the relationship between group-incentive participation and turnover intention. Cross-level analyses showed that these relationships were stronger in companies with more human capital than in companies with less human capital. The findings provide insight into how group incentives affect employees' attitudes and suggest that organizations with more human capital would benefit more from introducing group incentives actively.

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Determinants, process, and consequences of personal goals and performance

Cited by 6 publications

References 0 publications

Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research

High-involvement practices in human resource management: concept and factors that motivate their adoption

Attitudes of Group Incentive Participants

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