Integrating implicit motives, explicit motives, and perceived abilities: the compensatory model of work motivation and volition

"May 2004".Cover title.Online copy: 1445-3037.Bibliography: leaves 25-35.Also available online at: http://www.mgsm.edu.auiii, 36 leaves il

Interactions of positive and negative self-regulatory fantasies predict future sales of insurance managers

"May 2004".Cover title.Online copy: 1445-3037.Bibliography: leaves 13-15.Also available online at http://www.mgsm.edu.auiii, 17 leave

Self-management training (SMT): theoretical and empirical foundations for the development of a metamotivational and metavolitional intervention program

"May 2004".Cover title.Online copy: 1445-3037.Bibliography: leaves 31-42.Also available online at http://www.mgsm.edu.auiii, 46 leave

Flow on the rocks : motive-incentive congruence enhances flow in rock climbing

Flow is a state of optimal experience in which people get fully absorbed by a smoothly running activity that they pursue for the sake of it. Based on the classical approach to motivation, recent theoretical considerations suggest that incentives provided by the current activity that are congruent with one’s implicit motives will lead to flow. In a field experiment, we examined wall climbers’ achievement motive and compared their flow on four climbing routes with varying achievement incentive strengths. Only climbers with a high achievement motive experienced more flow after repeating an intra-individually skill exceeding route, which they had failed before. Performing better was a strong achievement incentive. The findings suggest that motive incentive congruence is another important precondition for flow

Prediction of attitude and behavioural intentions in retail banking

Purpose – This research seeks to explore the factors predicting customer loyalty in retail banking. Loyalty was measured in terms of a customer's willingness to recommend a bank and their intention to remain with their main bank short-term (in the next six months) and long-term (from six months to five years). Design/methodology/approach – The study was based on a mail survey of 1,951 individuals. Potential predictors were drawn from the literature and included in three separate regression models to model different types of loyalty. Findings – The results indicate that willingness to recommend is best predicted by affective attitude, overall satisfaction and empathy. Short-term behavioural intentions, however, were best predicted by overall satisfaction and responsiveness, while long-term intentions were predicted by overall satisfaction, affective attitude and empathy. The three models explained a substantial amount of the variation in the dependent variables: 71 per cent for willingness to recommend, 43 per cent for short-term intentions and 46 per cent for long-term intentions. Research limitations/implications – The study adds to the discussion of the relationship between perceived satisfaction, service quality and a customer's intentions to recommend a bank and/or remain a customer. The results also contribute to the development of more parsimonious models, suggesting that affective attitude, overall satisfaction, empathy and responsiveness together explain a large percentage of the variation in customers' intentions. Practical implications – Based on this study's findings, banks can profile customers with potential for defection based on only four variables. Originality/value – The results demonstrate the importance of satisfaction measures and some SERVQUAL dimensions in predicting loyalty in retail banking. It also found evidence that not all five SERVQUAL measures are needed to profile customers and predict loyalty.15 page(s

No fit, no fun : the effect of motive incongruence on job burnout and the mediating role of intrinsic motivation

We developed and tested the hypotheses that motive incongruence (i.e., incongruence between a person's implicit and explicit motives) would be associated with higher job burnout and that this relation would be mediated by lower intrinsic motivation. The results of an online study with 49 executives enrolled in an Executive MBA program confirmed the hypotheses. The findings are discussed with respect to the theoretical conceptualization of impaired intrinsic motivation as a consequence of motive incongruence. On the basis of our findings, interventions ought to be directed at helping people gain an improved understanding of their implicit motives rather than trusting their perceptions in identifying job stressors that need to be removed.4 page(s