Using Management Controls to Motivate Employee Net Learning Goal Orientation
AuthorMcLuckie Thain, Lisa
AdvisorSchatzberg, Jeffrey W.
MetadataShow full item record
PublisherThe University of Arizona.
RightsCopyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction, presentation (such as public display or performance) of protected items is prohibited except with permission of the author.
AbstractThis study examines the interactive effect of two management controls, superstar recognition with and without the inclusion of a strategy signal and performance value statements, on an employee’s net learning goal orientation. I predict recognizing superstar employees together with a strategy signal of how a superstar achieves outstanding performance increases peer employees’ net learning goal orientation. I also predict performance value statements moderate the effect of the strategy signal by shifting employee focus from learning to output. I expect this moderation effect has contrasting effects on employees’ net learning goal orientation based on whether it occurs directly or indirectly through peer employees’ expectations about the payoffs for learning. Results of an abstract experiment support that the inclusion of a strategy signal increases the likelihood of a peer employee adopting a net learning goal orientation but only when a performance value statement is also present. Results support that a performance value statement moderates the relation between a strategy signal and a peer employee’s net learning goal orientation by increasing the effect of the strategy signal. Importantly, my study’s findings highlight how performance values can bolster management’s recognition of a superstar with a strategy signal when managers seek to motivate employees to learn to increase productivity.
Degree ProgramGraduate College