The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect
Abstract
:1. Introduction
2. Background and Hypotheses Development
2.1. Territoriality
2.2. High Performance Expectations and Stress
2.3. Stress and Territoriality
2.4. The Moderating Effect of Task Autonomy
3. Methods
3.1. Sample and Procedure
3.2. Measures
3.2.1. Territoriality
3.2.2. High Performance Expectations
3.2.3. Stress
3.2.4. Task Autonomy
3.2.5. Control Variables
3.3. Analysis Strategy
4. Results
4.1. Preliminary Analyses
4.2. Confirmatory Factor Analysis
4.3. Hypothesis Testing
5. Discussion
5.1. Theoretical Implications
5.2. Practical Implications
5.3. Limitation and Future Study
6. Conclusions
Author Contributions
Funding
Conflicts of Interest
Appendix A
- I feel I need to protect my ideas from being used by others in my organization.
- I feel that people I work with in my organization should not invade my workspace.
- I feel that people I work with in my organization should not use my information and ideas without my permission.
- I feel I have to tell people in my organization not to use the information, ideas, and know-how that are mine.
- having to complete a lot of work.
- having to work very hard.
- time pressure.
- having to perform complex tasks.
- having to multitask your assigned projects.
- having high levels of responsibility.
- administrative hassles.
- bureaucratic constraints to completing work (red tape).
- conflicting instructions and expectations from your boss or bosses.
- unclear job tasks.
- conflicting requests from your supervisor(s).
- disputes with co-workers.
- office politics.
- Shows us that he/she expects a lot from us.
- Insists on only the best performance.
- Will not settle for second best.
- I decide how to complete the task by myself.
- This job provides me with quite a lot of opportunities to complete work tasks independently and freely.
- The job gives me a chance to use my personal initiative and judgment in carrying out the work.
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Variables | M | SD | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 |
---|---|---|---|---|---|---|---|---|---|---|
1. Education | 3.080 | 1.090 | —— | |||||||
2. Income | 7.110 | 4.749 | 0.554 ** | —— | ||||||
3. Gender | 1.510 | 0.501 | −0.141 * | −0.259 ** | —— | |||||
4. Age | 32.960 | 5.908 | −0.139 * | 0.178 ** | −0.120 * | —— | ||||
5. Highperformance expectations | 3.701 | 0.832 | −0.007 | 0.159 ** | −0.086 | 0.146 * | —— | |||
6. Stress | 2.858 | 0.582 | 0.167 ** | 0.160 ** | −0.258 *** | 0.096 | 0.290 *** | —— | ||
7. Territoriality | 3.166 | 0.620 | −0.042 | −0.127 * | −0.088 | −0.051 | −0.024 | 0.198 ** | —— | |
8. Task autonomy | 3.747 | 0.741 | 0.118 * | 0.190 ** | −0.089 | 0.028 | 0.297 ** | 0.078 | −0.030 | —— |
Model | Factors | χ2 | df | χ2/df | RMSEA | TLI | CFI | Δχ2 |
---|---|---|---|---|---|---|---|---|
Baseline Model | Four Factors | 127.94 | 59 | 2.168 | 0.063 | 0.919 | 0.939 | |
Model 1 | Three factors—High performance expectations and stress combined | 297.01 | 62 | 4.790 | 0.114 | 0.738 | 0.791 | 169.07 |
Model 2 | Two factors—High performance expectations, stress, task autonomy combined | 468.02 | 64 | 7.313 | 0.147 | 0.641 | 0.563 | 340.08 |
Model 3 | All four factors were combined | 899.09 | 65 | 13.832 | 0.210 | 0.260 | 0.112 | 771.15 |
Predictors | Stress | Territoriality | ||||
---|---|---|---|---|---|---|
γ | SE | γ | SE | γ | SE | |
Model 1 | Model 2 | Model 3 | ||||
Education | 0.047 | 0.063 | 0.026 | 0.061 | 0.023 | 0.045 |
Income | 0.001 | 0.018 | −0.033 ** | 0.011 | −0.027 ** | 0.008 |
Gender | −0.292 *** | 0.073 | −0.07 | 0.083 | −0.028 | 0.071 |
Age | 0.008 | 0.007 | −0.008 | 0.008 | 0.002 | 0.007 |
High performance expectations | 0.208 *** | 0.054 | −0.066 | 0.059 | ||
Stress | 0.230 ** | 0.075 | 0.345 ** | 0.084 | ||
Task Autonomy | −0.013 | 0.055 | ||||
Stress * Task Autonomy | 0.275 * | 0.114 | ||||
Pseudo-R2 | 0.09 | 0.18 | 0.09 |
Group Statistics | γ | SE | 95% Confidence Interval | |
---|---|---|---|---|
Lower Limit | Upper Limit | |||
Conditional indirect effect | ||||
High Task Autonomy (+1 SD) | 0.102 | 0.038 | 0.028 | 0.175 |
Low Task Autonomy (−1 SD) | 0.009 | 0.024 | −0.038 | 0.056 |
DIFF | 0.092 | 0.046 | 0.002 | 0.183 |
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Li, Y.; Li, N.; Wu, M.; Zhang, M. The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect. Sustainability 2019, 11, 4397. https://doi.org/10.3390/su11164397
Li Y, Li N, Wu M, Zhang M. The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect. Sustainability. 2019; 11(16):4397. https://doi.org/10.3390/su11164397
Chicago/Turabian StyleLi, Yi, Nana Li, Mengru Wu, and Man Zhang. 2019. "The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect" Sustainability 11, no. 16: 4397. https://doi.org/10.3390/su11164397
APA StyleLi, Y., Li, N., Wu, M., & Zhang, M. (2019). The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect. Sustainability, 11(16), 4397. https://doi.org/10.3390/su11164397