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Augmenting Employee Trust and Cooperation

Gebonden Engels 2021 9789811623424
Verwachte levertijd ongeveer 8 werkdagen


This book is an essential guide for academics and practitioners to understand employees’ differences in personality and how best to motivate them accordingly. The authors provide an in-depth perspective of how organizations can better prepare for the new realities of the workplace. Amidst the war for talent and a continually evolving workplace that has reduced employee psychological attachment, employees prefer to be treated as individuals with the expectation of individual recognition and reward. The authors draw from their personal, corporate, and research experience by combining interdisciplinary perspectives (organizational behavior, human resource management, psychology, sociology, economics) to offer holistic insights into individual expectancy and motivation integral to a successful employer-employee interaction.

Interestingly, research remains lacking on the effects of excessive extrinsic rewards on trust and cooperation. Hence, this book fulfills significant gaps in vital areas that existing studies have not yet sufficiently addressed. These areas are psychological contract, excessive extrinsic rewards, and individual differences in personality (locus of control and general trust). The authors use scenario-based laboratory experiments to examine the moderating effects of locus of control and general trust that underscore employee expectations. The differential effects contribute to insight on behavioral outcomes in the workplace that result from employee perception, personality, and intention towards the provision of rewards.Consequently, the book dispels the discrepancies between economists and psychologists about the efficacy of rewards. Findings demonstrate that although excessive extrinsic rewards augment all employees’ trust and cooperation, it is vital for employers to reward selectively those who are most deserving. Findings offer a deeper understanding of the saliency, efficacy, and judiciousness of excessive extrinsic rewards. Employers will benefit by understanding how best to tailor rewards to motivate each employee.


Uitgever:Springer Nature Singapore


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Chapter 1: Rewards: An intersection between psychology and management<div>1.1.1 Psychological contract theory in the study of trust and cooperation</div><div>1.1.2 Understanding individual differences in personality: the interaction effects</div><div>1.1.3 Addressing the role of rewards in psychological contract fulfillment</div><div>1.2 Overview of chapters</div><div><br></div><div>Chapter 2: Excessive extrinsic rewards in workplace relationships<br></div><div><div>2.1 Workplace relationships</div><div>2.1.1 Excessive extrinsic rewards in the workplace</div><div>2.1.2 Trust and cooperation in the workplace</div><div>2.1.3 Individual differences in personality in the workplace</div><div>2.2 The mechanism of rewards on employee cooperation and differences in personality in the workplace.</div><div><br></div><div>Chapter 3: Psychological contract and rewards<br></div><div><div>3.1 The increasing importance of psychological contract research</div><div>3.2 The psychological contract theory</div><div>3.2.1 The salience of promises in the psychological contract</div><div>3.2.2 Psychological contract fulfillment</div><div>3.2.3 Employer-employee perceptions&nbsp;</div><div>3.2.4 Psychological contract views</div><div>3.3 The effects of rewards</div><div>3.3.1 Positive effects</div><div>3.3.2 Negative effects</div><div>3.4 Individual differences in personality</div><div>3.4.1 Locus of control&nbsp;</div><div>3.4.2 General trust</div><div><br></div><div>Chapter 4: Individual differences in cooperation&nbsp;<br></div><div><div><br></div><div>4.1 Individual differences in personality and cooperation&nbsp;&nbsp;</div><div>4.2 Conceptual model and hypotheses development</div><div>4.2.1 Excessive extrinsic rewards&nbsp;</div><div>4.2.2 Locus of control as a moderator&nbsp;</div><div>4.2.3 General trust as a moderator&nbsp;</div><div>4.2.4 Reward-effort valence&nbsp;</div><div>4.3 Method</div><div>4.3.1 Sample and procedure</div><div>4.3.2 Measures&nbsp;&nbsp;</div><div>4.3.3&nbsp; &nbsp; &nbsp;Reliability analysis</div><div>4.3.4&nbsp; &nbsp; &nbsp;Manipulation checks</div><div>4.3.5&nbsp; &nbsp; &nbsp;Discriminant and convergent validity</div><div>4.4&nbsp; &nbsp; &nbsp;Data analysis</div><div>4.4.1&nbsp; &nbsp; &nbsp;Locus of control</div><div>4.4.2&nbsp; &nbsp; &nbsp;General trust</div><div>4.4.3&nbsp; &nbsp; &nbsp;Individual differences in personality analysis</div><div>4.5.4&nbsp; &nbsp; &nbsp;Post-experiment extended analysis</div><div>4.4.5&nbsp; &nbsp; &nbsp;Relationship between rewards, psychological contract fulfillment, locus of control and cooperation analysis</div><div>4.4.6&nbsp; &nbsp; &nbsp;Post-hoc analysis</div><div><br></div><div>Chapter 5: Does trust matter?<br></div><div><div>5.1 Trust development</div><div>5.2 Conceptual model and hypotheses development</div><div>5.3.1 Organizational trust</div><div>5.3.2 General trust as a mediator</div><div>5.3.3 Locus of control as a moderator</div><div>5.4 Method</div><div>5.4.1 Sample and procedure</div><div>5.4.2 Measures</div><div>5.4.3 Discriminant and convergent validity</div><div>5.5 Data analysis</div><div>5.5.1 Relationship between rewards, general trust, organizational trust, and cooperation analysis</div><div>5.5.2 Relationship between rewards, locus of control and organizational trust analysis</div>5.5.3 Relationship between psychological contract fulfillment, locus of control and organizational trust analysis</div><div><div><br></div><div>Chapter 6: Strategic organizational decision-making</div><div><br></div></div></div></div></div>

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