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Extant research on salespersons' regulatory foci has mainly focused on behaviors that are congruent with salespersons' regulatory orientations (dominant pathway) to the neglect of alternate, yet essential salesperson behaviors that may render less 'fit' (supplemental pathway). Moreover, the literature is also silent on managerial actions that can motivate salespeople to perform even when the environment is not conducive to perceived fit. Using a triadic dataset from salespeople, their managers, and archival performance records, the authors find that a competitive psychological climate can strengthen the regulatory fit of promotion focus and adaptive selling, which can be further reinforced (inadvertently disrupted) if managers deploy outcome (behavioral) control. By contrast, prevention focus shows an opposite pattern, in which behavioral control strengthens, whereas outcome control weakens, the perceived fit of prevention focus and service behaviors in a highly competitive climate. Importantly, our findings elucidate the complementary (as opposed to contradictory) nature of the dual process model of dominant and supplemental pathways, by illustrating their positive synergistic effect on salesperson performance. Together, these findings clarify the underlying dual mechanisms of regulatory foci and their respective boundary conditions, thereby shedding light on ambiguities in extant literature and providing actionable managerial guidance., Author(s): Fred Miao [sup.1] , Yi Zheng [sup.1] , Zhimei Zang [sup.2] , Douglas B. Grisaffe [sup.1] , Kenneth Evans [sup.3] Author Affiliations: (1) grid.267315.4, 0000 0001 2181 9515, College [...]

EXECUTIVE SUMMARY As the trend toward gamification in business increases, so has managers' use of tournaments to achieve productivity gains and foster innovation. Associated with this growth in tournament usage [...]

We use a quasi-experimental research design to study the effect of giving workers feedback on their relative performance. The setting is a firm in which workers are paid piece rates and where, for exogenous reasons, management begins to reveal to workers their relative position in the distribution of pay and productivity. We find that merely providing this information leads to a large and long-lasting increase in productivity that is costless to the firm. Our findings are consistent with the interpretation that workers' incipient concerns about their relative standing are activated by information about how they are performing relative to others. Key words: tournaments; relative concerns; status concerns; relative performance feedback; relative performance evaluation History: Received November 4, 2009; accepted April 1, 2011, by Olav Sorenson, organizations. Published online in Articles in Advance August 4, 2011., 1. Introduction Does receiving feedback on relative performance make workers strive for success, or does it lead instead to dissatisfaction and loss of motivation? Does this response depend on whether [...]

This study compared two work-based learning interventions, service learning and paid internships, across group and time on work performance and social competence among high school students with emotional and behavioral disorders (N=57). Results found a significant interaction effect for group and time, favoring service learning, on several dimensions of work performance and social competence, including work motivation, personal presentation, overall social competence, peer relations, and school adjustment., The transition of students with disabilities to post-secondary employment is increasingly important in special education programs as well as agencies offering rehabilitation services. For students with emotional and behavioral disorders [...]

The article examines relevant discoveries in brain research as they apply to boosting employee motivation and organizational effectiveness. Included is a checklist of 15 items for use in assessing the fitness of a person for a job, focusing on the intersection of what one likes to do, what one does best, and what increases organizational value.

It is believed that RES Internacional's focus on systems thinking resulted to workers having a renewed sense of purpose. Employees are also being trained to identify the source of long-standing problems and develop simple but effective solutions. The communications issues confronted by some workers are also explained.

The article identifies six ways to use talent analytics to obtain the highest level of value from employees. These include human-capital investment analysis, talent value models, workforce forecasts, and talent supply chains.

The importance of integrating societal benefits with company strategy is discussed. It is believed that incorporating social good can help strengthen a company in the eyes of its customer base, its employee base, and the general public. It can help motivate a younger generation of employees who seek meaning in work.

The four key factors that jumpstarted HCL Technologies growth are honest communication, generating trust via transparency, placing executives and support functions on the frontline, and bestowing ownership on employees.

There is a long-standing belief that the public sector and nonprofits need to be more businesslike in their attitudes and operations (Dart 2004). As a consequence, current reforms in the [...]

The article presents human resource management practices and company objectives of firms in India to illustrate the emphasis on motivating employees to attain long-term goals.

This study seeks to advance the understanding of board empowerment in small companies. Predictions based on agency and resource dependency theories were used to examine how contingency factors correlate with [...]

The article explains the concept of the signature experience, or what sets off one company from another and makes it a desirable place to work. These are usually most notable during the orientation process; approaches include team-based hiring, immersion, and apprenticeship.

The effects of internal and external pay comparisons on several work attitudes were assessed within an experimental design. Participants responded to hypothetical scenarios in which their pay was greater, less, or equal to an internal and external individual or group referent. As predicted, internal and external pay comparisons predicted pay satisfaction and perceived pay fairness. Also as expected, internal equity was the stronger predictor of work motivation and perceived organizational support, and external equity predicted turnover intention more strongly. Partial support was found for the hypothesis that work attitudes would be impacted more strongly when individuals made pay comparisons with a group referent than with an individual referent other. Implications for the design of compensation systems are discussed.

The article discusses ways for maximizing the productivity potential of top-performing employees, and how to prevent workplace stress and burnout for these individuals.

Why do motivated managers often fail to follow through? Because taking sustained action in the workplace requires more than motivation. It requires the deep commitment that comes from activating willpower. [...]

Byline: Margit Osterloh (1), Bruno S. Frey (2), Jetta Frost (1) Author Affiliation: (1) Institute for Research in Business Administration, University of Zurich, Plattenstrasse 14, CH-8032, Zurich, Zwitzerland (2) Institute for Empirical Research in Economics, University of Zurich, Blumlisalpstrasse 10, CH-8006, Zurich, Zwiterland Article History: Registration Date: 07/10/2004

Modern organizations are challenged by complex operations, information flows, and human interactions that require effective and efficient work teams. When workers engage to deal with technical tasks and information exchanges, the social interaction becomes the medium for achieving work group goals. The coming together of technical systems, communications systems, and social systems is what is called the social engagement process. This process produces times of unique opportunity to influence the group's effectiveness, or 'moments of maximum leverage.' This article presents a conceptualization of the process. The author reviews the relevance of the model to the social work profession and demonstrates its practical implications with a case example. Keywords. Teamwork, information exchanges, systems concepts, goal achievement