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The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect

1, 1, 1 and 1,2,*
School of Management, Shanghai University, Shanghai 200000, China
Party School of Anhui Provincial Committee of C.P.C., Hefei 230022, China
Author to whom correspondence should be addressed.
Sustainability 2019, 11(16), 4397;
Received: 18 July 2019 / Revised: 7 August 2019 / Accepted: 10 August 2019 / Published: 14 August 2019
(This article belongs to the Section Economic, Business and Management Aspects of Sustainability)
PDF [778 KB, uploaded 14 August 2019]


It is generally believed that having high performance expectations is an effective means of motivating employees to pursue excellence and sustain the motivation driven by it, while ignoring the negative impact that hinders the incentive to sustain such expectations. Drawing on the conservation of resources theory, we constructed a moderated mediation model to examine the relationship between supervisor’s high performance expectations and the employee’s territoriality utilizing data from 291 supervisor–subordinate dyads from two companies in China. The results revealed that task autonomy moderated the indirect and positive effect of high performance expectations on employees’ territoriality through stress, such that this indirect effect was stronger when employees were assigned to higher levels of task autonomy. The theoretical of these findings, as well as future research directions, are discussed. View Full-Text
Keywords: high performance expectations; territoriality; stress; task autonomy high performance expectations; territoriality; stress; task autonomy

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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.

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