Effects of attribute framing on cognitive processing and evaluation

Whereas there is extensive documentation that attribute framing influences the content of peoples thought, we generally know less about how it affects the processes assumed to precede those thoughts. While existing explanations for attribute framing effects rely completely on valence-based associative processing, the results obtained in the present study are also consistent with the notion that negative framing stimulates more effortful and thorough information processing than positive framing. Specifically, results from a simulated business decision-making experiment showed that decision makers receiving negatively framed information had significantly better recall than those receiving positively framed information. Furthermore, decision makers in the negative framing condition were less confident than decision makers in the positively framed condition. Finally, compared to a no-framing condition, decision makers receiving positive framing deviated significantly more in evaluation than decision makers receiving negative framing did

Individual variable pay for performance, controlling efects, and intrinsic motivation

A core question in research on compensation and motivation is whether individual variable pay for performance (IVPFP) can undermine intrinsic motivation in the workplace. We investigated the mediating role of a controlling efect on the relationship between the amount of IVPFP received and intrinsic motivation. In a three-wave study of 304 employees from eight European countries, we found that a controlling efect mediated the negative association between IVPFP and intrinsic motivation. These fndings support the proposition from self-determination theory that fnancial rewards can have a controlling efect that decreases intrinsic motivation. Theoretical and practical implications for compensation and motivation in the workplace are discussed.publishedVersio

Effects of reward on self-regulation, intrinsic motivation and creativity

This article evaluates the effects of two types of rewards (performance-contingent versus engagement-contingent) on self-regulation, intrinsic motivation and creativity. Forty-two undergraduate students were randomly assigned to three conditions; i.e. a performance-contingent reward group, an engagement-contingent reward group and a control group. Results provide little support for the negative effects of performance rewards on motivational components. However, they do indicate that participants in the engagement-contingent reward group and the control group achieved higher rated creativity than participants in the performance-contingent reward group. Alternative explanations for this finding are discussed

Gjeldende metode for oppfinnelseshøydevurderingen av problemoppfinnelser etter patentloven § 2: Og hvordan forholdet mellom denne og «the problem and solution approach» kan forklares

MasteroppgaveJUS399MAJUR-2MAJU

Development and empirical exploration of an extended model of intragroup conflict

Dette er post-print av artikkelen publisert i International Journal of Conflict ManagementPurpose - The purpose of this study was to develop and empirically explore a model of four intragroup conflict types (the 4IC model), consisting of an emotional person, a cognitive task, an emotional task, and a cognitive person conflict. The two first conflict types are similar to existing conceptualizations, whereas the two latter represent new dimensions of group conflict. Design/methodology/approach - Based upon a heuristic distinction between cognition and emotion, the four conflict types are defined, and scales for measuring them are developed. The psychometric and statistical properties of the scales were analyzed by data collected from four company samples and two student samples (N = 208). The validity of the constructs was evaluated by comparing them with similar constructs, in particular, the Intragroup Conflict Scale (ICS), developed by Jehn (1995). Findings - A theory driven exploratory factor analysis elicited a 19-item structure of four reliable factors, representing the four conflict types. A confirmatory factor analysis demonstrated satisfactory properties of the data matrix compared with the proposed model. Furthermore, a refined 12-item scale was developed to consider the validity of the 4IC, with reasonably satisfactory findings. Research limitations/implications - Limitations concerning sample size, wording of items, the demarcation between conflict types and conflict approaches, and the robustness of the constructs are discussed. We suggest that researchers may find the model useful for future studies of conflict in groups. Practical implications - Our model may be of assistance in handling conflicts in organizations. In particular, managers and employees may become aware that emotional conflicts are not always associated with relational or person oriented issues; they may as well concern task oriented issues. Furthermore, cognitive conflicts do not always have to be task oriented; they may also concern relational or person oriented issues. The introduction of the emotional task oriented and the cognitive person oriented conflict types may thus extend the conflict management tool box for managers and employees. Originality/value - The results of this study challenge common use of emotional and relationship/person conflicts as interchangeable conflict types, and cognitive and task conflict as interchangeable conflict types. Accordingly, the study suggests new ways to understand conflicts in groups

A Literature Review of Social and Economic Leader-Member Exchange

Leader–member exchange (LMX) research has increasingly relied upon the social exchange theory (SET) as a theoretical foundation, but the dominating way of measuring LMX has not followed this theoretical development (Gottfredson et al., 2020). With the aim of developing a measure that more coherently reflects SET, Kuvaas et al. (2012) conceptualized LMX as two qualitatively different relationships, labeled economic LMX and social LMX. Since the most applied LMX measures are under scrutiny for not being sufficiently grounded in theory (Gottfredson et al., 2020), it may be especially important to expose alternative measures. Therefore, we provide a comprehensive review of the research to date applying a two-dimensional approach to LMX, while also adding to interpretation and suggestions for how we can progress the field even further.publishedVersio

Feedback type as a moderator of the relationship between achievement goals and feedback reactions

The aim of the current study is to shed new light on the inconsistent relationship between performance-approach (PAp) goals and feedback reactions by examining feedback type as a moderator. Results of a field experiment (N = 939) using a web-based work simulation task showed that the effect of achievement-approach goals was moderated by feedback type. Relative to individuals pursuing mastery-approach goals, individuals pursuing PAp goals responded more negatively to comparative feedback but not to task-referenced feedback. In line with the hypothesized mediated moderation model, the interaction between achievement goals and feedback type also indirectly affected task performance through feedback reactions. Providing employees with feedback is a key psychological principle used in a wide range of human resource and performance management instruments (e.g., developmental assessment centres, multi-source/360 degrees feedback, training, selection, performance appraisal, management education, computer-adaptive testing, and coaching). The current study suggests that organizations need to strike a balance between encouraging learning and encouraging performance, as too much emphasis on comparative performance (both in goal inducement and in feedback style) may be detrimental to employees' reactions and rate of performance improvement

The evolving paleobathymetry of the circum-Antarctic Southern Ocean since 34 Ma – A key to understanding past cryosphere-ocean developments

The Southern Ocean is a key player in the climate, ocean and atmospheric system. As the only direct connection between all three major oceans since the opening of the Southern Ocean gateways, the development of the Southern Ocean and its relationship with the Antarctic cryosphere has influenced the climate of the entire planet. Although the depths of the ocean floor have been recognized as an important factor in climate and paleoclimate models, appropriate paleobathymetric models including a detailed analysis of the sediment cover are not available. Here, we utilize more than 40 years of seismic reflection data acquisition along the margins of Antarctica and its conjugate margins, along with multiple drilling campaigns by the International Ocean Discovery Program (IODP) and its predecessor programs. We combine and update the seismic stratigraphy across the regions of the Southern Ocean and calculate ocean-wide paleobathymetry grids via a backstripping method. We present a suite of high-resolution paleobathymetric grids from the Eocene-Oligocene Boundary to modern times. The grids reveal the development of the Southern Ocean from isolated basins to an interconnected ocean affected by the onset and vigor of an Antarctic Circumpolar Current, as well as the glacial sedimentation and erosion of the Antarctic continent. The ocean-wide comparison through time exposes patterns of ice sheet development such as switching of glacial outlets and the change from wet-based to dry-based ice sheets. Ocean currents and bottom-water production interact with the sedimentation along the continental shelf and slope and profit from the opening of the ocean gateways

Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort

This study investigated relations between pay-for-performance incentives designed to vary in instrumentality (annual pay-for-performance, quarterly pay-for-performance, and base pay level) and employee outcomes (self-reported work effort and turnover intention) in a longitudinal study spanning more than 2 years. After controlling for perceived instrumentality, merit pay increase, and the initial values of the dependent variables, the amount of base pay was positively related to work effort and negatively related to turnover intention, where both relationships were mediated by autonomous motivation. The amounts of quarterly and annual pay-for-performance were both positively related to controlled motivation, but were differently related to the dependent variables due to different relations with autonomous motivation