Dispelling misconceptions and providing guidelines for leader reward and punishment behavior

Podsakoff, Nathan P.; Podsakoff, Philip M.; Kuskova, Valentina

doi:10.1016/j.bushor.2010.01.003

Cited by 42 publications

(45 citation statements)

References 25 publications

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“…Since this process requires employees to constructively challenge and learn from each other, there is an implicit need for inclusive interactions. Reward systems that encourage and reward inclusive behaviors can prompt such behaviors from employees (e.g., Podsakoff, Podsakoff, & Kuskova, ). In support, Ferrin and Dirks () found that employees shared more knowledge with their peers when the reward system supported knowledge sharing; however, competitive reward systems that failed to remunerate knowledge sharing resulted in less information sharing among employees (Ferrin & Dirks, ).…”

Section: The Formation Of a Climate For Inclusion: A Social Informatimentioning

confidence: 99%

The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

Boekhorst

2014

Human Resource Management

265

190

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Section: The Formation Of a Climate For Inclusion: A Social Informatimentioning

confidence: 99%

The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

Boekhorst

2014

Human Resource Management

265

190

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“…Disciplinary action and pressure from managers and supervisors creates extrinsic motivation as the data collector believes that he or she "has to" collect high quality data otherwise he or she will be sanctioned [24]. In the absence of any other form of motivation, extrinsic motivation leads to increased performance [17,24].…”

Section: Factors Affecting Motivation To Collect High Quality Datamentioning

confidence: 99%

“…In these instances, the supervisor is actively monitoring the performance of the employee and takes action when an error occurs [22]. Whilst such behavior from managers is sometimes not as effective in inducing performance as transformational leadership behaviors, meta-analyses have shown that it is still significantly related to overall leadership effectiveness [20,23,24]. Moreover, its substantial presence in blue-collar industries [e.g., 25] creates a need to examine these transactional leadership behaviors.…”

mentioning

confidence: 99%

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Molina

Unsworth

Hodkiewicz

et al. 2013

Reliability Engineering & System Safety

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should be careful of the degree to which "push" factors, such as managerial pressure and technological input control, are relied upon. While they may be helpful for motivating those data collectors who are not intrinsically motivated, they are either not helpful or may discourage those data collectors who are intrinsically motivated. Instead, self-concordance may act as a longer-term, more stable approach to increasing the motivation of data collectors and thus increasing the quality of data that enter reliability systems. This study uses a sequential mixed-method approach involving interviews with 20 data collectors and a quantitative survey of 109 data collectors in a water utility. It examines the interactive effect of managerial pressure, technological input control and self-concordance on data collection performance.The need to improve the quality of manually-acquired data on assets is wellknown in the reliability literature [1][2][3][4]. Manually-acquired data includes data gathered as a result of inspections, as a part of repair work, and during asset operation by personnel whose main role is to operate or maintain assets. These manually collected data are used, in conjunction with sensor data, to develop a picture of asset health and performance which informs decisions about asset renewals, repairs and replacements [5]. Recent integrations and critiques of the data quality literature [6,7] showed that although many proposed solutions to poor quality data have involved cleaning the data once they have been collected [8] many are also aimed at influencing the input of the data -this occurs through either changing external factors that influence the data collector such as managerial and technology structures [e.g., 4, 5], or changing the motivation of the data collector [e.g., 6, 9, 10]. As yet though, little empirical research has rigorously examined the effects of the factors affecting the input of the data. Given the importance of high quality data in reliability systems, and the cost of cleaning the data after their collection, this neglect is surprising. This research therefore empirically tests the effect of the most common three factors (the manager, the technology used in inputting the data, and the intrinsic motivation of the data collector), as well as examining the effect of the interplay between them on the quality of manual data collection.Although there has been considerable increase in the use of sensors and the volume of data collected by them, using operators and maintenance staff (data collectors) to collect data on assets is still a common practice. Manual data 2 collection leverages the experience of the data collector. It often requires them to provide an assessment of the asset's condition, identify a failure mode, or make a prediction as to remaining asset life in addition to recording observations or actions taken. However, when data collectors record their observations consideration needs to be given to psychological factors to ensure that appropriate factors are in place to encoura...

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“…() noted, HR specialists might determine how these managers can best communicate about the availability of particular rewards and deliver them in ways that encourage teams to respond positively. Past research suggests the use of contingent rewards reduces uncertainty and provides guidance to teams regarding behaviours that better the organization (Podsakoff, Podsakoff, & Kuskova, ; Podsakoff et al ., ). Unless team leaders understand and buy into the importance of behaving in a distributively fair manner, they may find that team members are not on the same page vis‐à‐vis desired outcome behaviours.…”

Section: Discussionmentioning

confidence: 99%

Congruence effects of contingent reward leadership intended and experienced on team effectiveness: The mediating role of distributive justice climate

Carter¹,

Mossholder

Harris³

2018

J Occupat & Organ Psyc

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We examined why congruence in contingent reward leadership (CRL) between leaders and teams can stimulate positive team processes and effectiveness. Specifically, our study explored the effect of congruence between perceptions of CRL intended by leaders and experienced collectively by team members. We hypothesized that team distributive justice climate serves as an emergent team state through which the positive effects of CRL congruence on team effectiveness occur. We found support for hypothesized congruence effects and discuss the implications of our findings as well as future research possibilities. Practitioner points Our study demonstrates the benefits of getting leaders and teams to ‘see eye to eye’ on critical workplace perceptions such as CRL intended and experienced. The study findings indicate that distributive justice climate underlies the process through which leader–team agreement on CRL intended and experienced influences team effectiveness. Our study emphasizes the importance to examine CRL from the perspectives of both leaders and teams. Our results suggest that organization HR specialists and line managers should work together in executing compensation strategies.

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Dispelling misconceptions and providing guidelines for leader reward and punishment behavior

Cited by 42 publications

References 25 publications

The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

The Role of Authentic Leadership in Fostering Workplace Inclusion: A Social Information Processing Perspective

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Congruence effects of contingent reward leadership intended and experienced on team effectiveness: The mediating role of distributive justice climate

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