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

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 re...

Full description

Bibliographic Details
Main Authors:	Yi Li, Nana Li, Mengru Wu, Man Zhang
Format:	Article
Language:	English
Published:	MDPI AG 2019-08-01
Series:	Sustainability
Subjects:	high performance expectations territoriality stress task autonomy
Online Access:	https://www.mdpi.com/2071-1050/11/16/4397

id	doaj-44ae291b43cd4511ad37ccccf53758a1
record_format	Article
spelling	doaj-44ae291b43cd4511ad37ccccf53758a12020-11-25T01:56:14ZengMDPI AGSustainability2071-10502019-08-011116439710.3390/su11164397su11164397The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating EffectYi Li0Nana Li1Mengru Wu2Man Zhang3School of Management, Shanghai University, Shanghai 200000, ChinaSchool of Management, Shanghai University, Shanghai 200000, ChinaSchool of Management, Shanghai University, Shanghai 200000, ChinaSchool of Management, Shanghai University, Shanghai 200000, ChinaIt 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.https://www.mdpi.com/2071-1050/11/16/4397high performance expectationsterritorialitystresstask autonomy
collection	DOAJ
language	English
format	Article
sources	DOAJ
author	Yi Li Nana Li Mengru Wu Man Zhang
spellingShingle	Yi Li Nana Li Mengru Wu Man Zhang The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect Sustainability high performance expectations territoriality stress task autonomy
author_facet	Yi Li Nana Li Mengru Wu Man Zhang
author_sort	Yi Li
title	The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect
title_short	The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect
title_full	The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect
title_fullStr	The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect
title_full_unstemmed	The Sustainability of Motivation Driven by High Performance Expectations: A Self-Defeating Effect
title_sort	sustainability of motivation driven by high performance expectations: a self-defeating effect
publisher	MDPI AG
series	Sustainability
issn	2071-1050
publishDate	2019-08-01
description	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.
topic	high performance expectations territoriality stress task autonomy
url	https://www.mdpi.com/2071-1050/11/16/4397
work_keys_str_mv	AT yili thesustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT nanali thesustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT mengruwu thesustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT manzhang thesustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT yili sustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT nanali sustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT mengruwu sustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect AT manzhang sustainabilityofmotivationdrivenbyhighperformanceexpectationsaselfdefeatingeffect
_version_	1724980655036563456

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

Similar Items