Bård Kuvaas

Journal of Occupational and Organizational Psychology 96(2) p. 351-377 Doi: https://doi.org/10.1111/joop.12426

Psychological job control has typically been negatively related to work-to-family and family-to-work conflict. Based on the job demand-resource model and boundary theory, we argue that psychological job control may indirectly be positively related to family-to-work conflict by both increasing supplemental work, that is, the rate of engagement in work outside of formal working hours without receiving compensation aided by mobile technology, and work-to-family conflict. We hypothesize that this proposed positive indirect relationship will be lower among employees who perceive a high segmentation norm at their workplace. Based on a two-wave study of 4518 employees, we obtained support for a serial moderated mediation model that suggests a dual effect of psychological job control on family-to-work conflict, such that psychological job control was positively associated with family-to-work conflict through supplemental work and work-to-family conflict at low levels of segmentation norms. By examining the dual effects of psychological job control, this study aims to further understand the mechanisms involved in determining whether and when psychological job control, together with supplemental work, encourages employees to uphold or cross boundaries between work and nonwork domains. Our findings imply that psychological job control can both be a resource and a demand depending on the levels of segmentation norms.

Journal of Managerial Psychology 38(4) p. 260-272 Doi: https://doi.org/10.1108/JMP-12-2022-0637

Purpose In this paper, the authors aim to present a novel methodological tool – necessary condition analysis (NCA) to aid managerial psychology researchers in properly testing necessity statements. Design/methodology/approach The authors employ NCA to analyze whether three basic psychological needs for autonomy, competence and relatedness are necessary for work engagement. Findings The authors illustrate the value and application of NCA by revealing that basic psychological needs for autonomy, competence and relatedness are necessary for work engagement, as proposed by self-determination theory (SDT). Originality/value The authors illustrate the importance of the sufficiency-necessity distinction and the relevance of a necessity logic in managerial psychology. They also discuss NCA's methodological implications for managerial psychology research, theory and practice.

Work & Stress - An International Journal of Work, Health & Organisations p. 1-24 Doi: https://doi.org/10.1080/02678373.2022.2148308

Although expecting to undertake core tasks affirming their professional identity, employees often have to deal with tasks they perceive as unnecessary or unreasonable. The concept of illegitimate tasks captures this phenomenon and has attracted growing attention since its first appearance. Illegitimate tasks have been found to explain unique variance in well-being and strain. Given a burgeoning body of literature, a systematic narrative review of illegitimate tasks is warranted. This review summarises research regarding illegitimate tasks’ antecedents (leadership, workplace characteristics, individual characteristics, and job characteristics) and outcomes (emotions, work attitudes and cognition, work behaviour, health and well-being, and interpersonal relationships). In addition, we review work done to date regarding the moderators and mediators of these relationships. Finally, we offer future directions for research.

Motivation and Emotion 44 p. 525-533 Doi: https://doi.org/10.1007/s11031-020-09828-4

A core question in research on compensation and motivation is whether individual variable pay for performance (IVPFP) can undermine intrinsic motivation in the workplace. We investigated the mediating role of a controlling efect on the relationship between the amount of IVPFP received and intrinsic motivation. In a three-wave study of 304 employees from eight European countries, we found that a controlling efect mediated the negative association between IVPFP and intrinsic motivation. These fndings support the proposition from self-determination theory that fnancial rewards can have a controlling efect that decreases intrinsic motivation. Theoretical and practical implications for compensation and motivation in the workplace are discussed.

Fagbokforlaget

Frontiers in Psychology 11(1474) Doi: https://doi.org/10.3389/fpsyg.2020.01474

Leader–member exchange (LMX) research has increasingly relied upon the social exchange theory (SET) as a theoretical foundation, but the dominating way of measuring LMX has not followed this theoretical development (Gottfredson et al., 2020). With the aim of developing a measure that more coherently reflects SET, Kuvaas et al. (2012) conceptualized LMX as two qualitatively different relationships, labeled economic LMX and social LMX. Since the most applied LMX measures are under scrutiny for not being sufficiently grounded in theory (Gottfredson et al., 2020), it may be especially important to expose alternative measures. Therefore, we provide a comprehensive review of the research to date applying a two-dimensional approach to LMX, while also adding to interpretation and suggestions for how we can progress the field even further.

Leadership & Organization Development Journal 41(1) p. 118-132 Doi: https://doi.org/10.1108/LODJ-05-2019-0209

Purpose – The purpose of this study is to investigate whether leader self-efficacy and leader role ambiguity are related to follower LMX. In addition, we examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach – Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings – Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications – The main limitation of our study is the cross-sectional nature of the data from the followers. Practical implications - Provided that our findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value – Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.

Human Resource Management p. 1-19 Doi: https://doi.org/10.1002/hrm.21990

In this study, we explored the additive, interactive, and nonlinear relationships among human resource management (HRM) systems, employee well‐being, and firm performance. Based on a sample of 14,384 employees nested within 1,347 firms, we obtained three main findings. First, HRM systems yield a performance effect that exceeds the effect of single practice, suggesting positive synergies among HRM practices. Second, the opportunity bundle has a positive impact on firm performance, but when integrating it with skills and motivation bundles, the result becomes negative, indicating dis‐synergy of interactions among HRM bundles. Third, at moderate levels of adoption, HRM practices are positively correlated with employee well‐being and higher levels of commitment, job satisfaction, and management relations, as well as lower levels of anxiety. However, at high levels, the relationship is less positive and even turns negative with lower levels of job satisfaction and management relations. To close, we present research implications and future directions after discussing our results.

Militær ledelse p. 187-208

Magma forskning og viten 22(2) p. 40-45

Det er i forskningsmessig sammenheng ikke mulig å si noe generelt og samtidig riktig om sammenhengen mellom belønninger og prestasjoner. Både teoretisk og empirisk er egenskaper ved ulike belønningsformer og arbeidsoppgavenes egenart helt avgjørende. I tillegg vil kontekstuelle forhold som ledelse og kultur spille en viktig rolle. Et spesielt viktig skille når det gjelder belønningsformer, er om de belønner individuelle eller kollektive prestasjoner eller resultater. Kollektive belønningsformer har vanligvis til hensikt å motivere til andre typer atferd og holdninger enn det individuelle belønningsformer har. Jeg vil derfor i denne artikkelen avgrense meg til individuell prestasjonsbasert belønning, og starter med å skille mellom tre ulike former som varierer med hensyn til teoretisk forventet incentiveffekt. I den sammenhengen vil jeg også belyse hovedantagelser i ulike teorier om hvordan ulike grader av incentiveffekt kan påvirke motivasjon og derigjennom prestasjoner eller resultater. Deretter vil jeg analysere ulike metaanalyser og forklare funnene i disse opp mot ulike teorier, og vise hvorfor konklusjonene til Bragelien (2018) i en tidligere artikkel i Magma bør nyanseres og revurderes.

Human Resource Management Journal 28(2) p. 272-287 Doi: https://doi.org/10.1111/1748-8583.12177

Previous empowerment research has focused on subordinate perceptions of empowering leadership and its outcomes. Met‐expectations theory suggests that subordinate expectations of leader behaviours are essential in forming their a posteriori evaluations. To address the lack of investigation of individual expectations in the empowerment literature, in this study, we explore how subordinates' empowerment expectations and perceptions combine to influence their job satisfaction and psychological empowerment based on three alternative, theoretically derived met‐expectation models, namely, the disconfirmation model, the ideal‐point model, and the experiences‐only model. The results of a 2‐stage study of 114 respondents indicate that employees are more satisfied with their work when perceived empowerment exceeds expectations. However, both empowerment perceptions and expectations positively contribute to higher psychological empowerment. We then discuss implications and directions for future research.

At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management p. 197-213 Doi: https://doi.org/10.18261/9788215031583-2018-13

In this chapter, I review research on the consequences of extrinsic and intrinsic motivation, and conclude that intrinsic motivation is a far more efficient type of motivation than is extrinsic motivation. I also review research on the Job Characteristics Theory (JCT) and Self-Determination Theory (SDT) to pinpoint the most important antecedents to intrinsic motivation, and to show that highly performance-contingent pay can have a detrimental effect on intrinsic motivation, also outside the laboratory.

Human Resource Management 57(1) p. 235-248 Doi: https://doi.org/10.1002/hrm.21826

In the present study, we investigated whether perceiving goals as invariable mediated the link between leader‐member exchange (LMX) relationships and role overload, turnover intention, and work performance. Perceiving goals as invariable refers to the extent to which followers believe that the goals in a performance management system represent the absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In Study 1, perceiving goals as invariable mediated the relationships between LMX and role overload and turnover intention, such that a high‐quality LMX relationship was negatively associated with perceiving goals as invariable, which in turn was positively related to both role overload and turnover intention. In Study 2, social LMX was negatively associated and economic LMX was positively associated with perceiving goals as invariable, which in turn was negatively related to work performance. Furthermore, perceiving goals as invariable mediated the relationship between social LMX relationships and work performance. Theoretical and practical implications and directions for future research are discussed

Journal of Organizational Behavior Doi: https://doi.org/10.1002/job.2329

In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.

Human Resource Management 57(5) p. 1285-1302 Doi: https://doi.org/10.1002/hrm.21904

While previous studies have increased our knowledge of how employees’ perceptions of devel-opment practices influence employee outcomes, the role of potential contingencies in this rela-tionship remains relatively unexplored. In the present study, we set out to contribute to thisresearch by exploring whether congruence or lack of congruence between perceived employeedevelopment practices and the perceived motivational climate at work influence employee per-formance and turnover intention. A field study among 169 employees from a Norwegian finan-cial organization revealed that lack of congruence may be detrimental in terms of workperformance and turnover intention. Implications for practice and future research arediscussed.

Ledelse i fremtidens skole p. 73-96

Journal of Economic Psychology 61 p. 244-258 Doi: https://doi.org/10.1016/j.joep.2017.05.004

International Journal of Human Resource Management 31 p. 408-531 Doi: https://doi.org/10.1080/09585192.2017.1350734

Personnel Review 46(4) p. 740-749 Doi: https://doi.org/10.1108/PR-10-2015-0268

Purpose Research has demonstrated that political skill is associated with leadership effectiveness. However, the field still lacks understanding of how political skill makes leaders more effective. The purpose of this paper is to contribute to the political skill literature by investigating a specific mechanism through which political skill may relate to follower commitment. Design/methodology/approach The study population was drawn from 148 supervisors and 988 subordinates from top, middle and operational levels in the business organizations. Findings Structural equation model analysis showed that political skill was positively related to Participation in decision making (PDM) and PDM was positively related to organizational commitment (OC). Furthermore, political skill indirectly predicted OC via PDM. In addition, the direct relationship between political skill and OC was not significant, suggesting “full” mediation. Finally, politically skilled leaders’ desire to encourage followers to participate in decision making was amplified by their ability to build strong, beneficial alliances and coalitions, resulting in increased social capital and even greater influence. Practical implications Involving subordinates in decision processes is likely to inspire trust and confidence, promote credibility, help develop a favorable relationship with the leader and enhance pride of participation in the organization. Originality/value The findings in the present study are of great importance for future research on political skill. It may change the approach for testing the validity of the theory by focusing on influence tactics. This approach will, in the authors’ view, constitute the future research avenue for research on political skill.

International Journal of Conflict Management 28(1) p. 50-73 Doi: https://doi.org/10.1108/IJCMA-02-2016-0009

Purpose: The purpose of this study is to investigate the relationships between three conflict types, cognitive task conflict, emotional relationship conflict and emotional task conflict, and team effectiveness (team performance and team job satisfaction). Design/methodology/approach: The authors conducted a group-level ordinary least square regression analysis of 61 working teams to investigate the study variables, and possible interaction effects among them. In an auxiliary analysis (36 teams), they analyzed the role of mood dimensions (hedonic valence and general conflict activation) as mediators to the relationship between cognitive task conflict and team effectiveness. Findings: Cognitive task conflict was negatively related to team performance, emotional relationship conflict was negatively related to team job satisfaction and emotional task conflict was positively related to team performance, all controlled for the effect of each other. The relationship between cognitive task conflict and team job satisfaction was negatively moderated by team size. Mood valence mediated the relationship between cognitive task conflict and team performance, and between cognitive task conflict and team job satisfaction. Research limitations/implications: Several possible research lines emanate from the current field study. First of all, the authors suggest that emotional task conflict may be of particular interest, as this is hypothesized and found to be incrementally positively related to team performance. Second, their auxiliary study of the mediating effect of mood valence on the relationship between cognitive task conflict and performance may spur curiosity concerning the role of mood as a mediator of the relationship between task or cognitive conflicts and team effectiveness. Practical implications: The practitioner should be advised to try to facilitate the distribution of intragroup conflict in their teams in the direction of an increased level of emotional task conflict (positive for performance) at the expense of cognitive task conflict (negative for performance) and emotional relationship conflict (negative for satisfaction). The practitioner should allow intragroup conflicts to be highly activated (intense), as long as the interactions are strictly directed to the task in hand, and not being personal. Originality/value: The three conflict types in this three-dimensional intragroup conflict model (3IC) have never been tested before, and the findings open for a conflict type – emotional task conflict – that may generally be conducive for the teams’ performance, evaluated by the teams’ supervisors. This is a conflict type where people simultaneously are emotional and yet task oriented. To the authors’ knowledge, this is a novelty, and they hope that it may encourage further research on this conflict type.

The global human resource management casebook p. 87-95

Routledge

Human Resource Management 56(3) p. 519-531 Doi: https://doi.org/10.1002/hrm.21785

In the present study, we investigated the relationship between perceived constructiveness and perceived immediacy and frequency of supervisor performance feedback and work performance. In two pilot studies, we obtained support for the two-dimensionality of our measure of supervisor performance feedback. In the main study, perceived constructiveness of supervisor performance feedback and work performance was positively related when perceived immediacy and frequency of supervisor performance feedback was high. We discuss theoretical and practical implications and directions for future research

Dagens næringsliv

Journal of Managerial Psychology 31(1) p. 50-60 Doi: https://doi.org/10.1108/JMP-04-2013-0117

Produktiv motivasjon i arbeidslivet p. 167-193

Produktiv motivasjon i arbeidslivet p. 21-34

Human Resource Management 55(3) p. 401-412 Doi: https://doi.org/10.1002/hrm.21680

In this study, we investigated whether perceiving goals as invariable is negatively related to work performance and whether this relationship is mediated by perceived job autonomy. Perceiving goals as invariable refers to the extent to which employees believe that the goals in a performance management system represent absolute standards that they must meet without exception, even if they think other factors are more important (e.g., situational factors or factors that are not associated with goals). In support of our hypotheses, we found a negative relationship between perceiving goals as invariable and work performance and that perceived job autonomy mediated this relationship. Theoretical and practical implications and directions for future research are discussed

Edward Elgar Publishing

Journal of leadership & organizational studies 23(4) p. 456-466 Doi: https://doi.org/10.1177/1548051816630227

Research Handbook of International and Comparative Perspectives on Diversity Management p. 1-17

Capitalizing on creativity at work: Fostering the implementation of creative ideas in organizations p. 114-125 Doi: https://doi.org/10.1037/t36549-000

Motivation and Emotion 40(5) p. 667-680 Doi: https://doi.org/10.1007/s11031-016-9574-6

This study investigated relations between pay-for-performance incentives designed to vary in instrumentality (annual pay-for-performance, quarterly pay-for-performance, and base pay level) and employee outcomes (self-reported work effort and turnover intention) in a longitudinal study spanning more than 2 years. After controlling for perceived instrumentality, merit pay increase, and the initial values of the dependent variables, the amount of base pay was positively related to work effort and negatively related to turnover intention, where both relationships were mediated by autonomous motivation. The amounts of quarterly and annual pay-for-performance were both positively related to controlled motivation, but were differently related to the dependent variables due to different relations with autonomous motivation.

Human Resource Management 55(2) p. 301-320 Doi: https://doi.org/10.1002/hrm.21674

Cross cultural & strategic management 23(3) p. 394-412 Doi: https://doi.org/10.1108/CCSM-03-2016-0083

Cappelen Damm Akademisk

Military Behavioral Health 4(4) p. 398-408 Doi: https://doi.org/10.1080/21635781.2016.1187099

Drawing upon achievement goal theory (AGT) and self-determination theory (SDT), a longitudinal study was conducted among 248 military cadets across a two-year time span. The results showed that mastery orientation at Time 1 was positively associated with intrinsic motivation at Time 2 after controlling for intrinsic motivation at Time 1. Furthermore, intrinsic motivation assessed at Time 2 was positively associated with maximal oxygen uptake (VO2 max) at Time 3 after controlling for VO2 max at Time 2. This suggests that military cadets who strive to improve their personal performance (i.e., mastery-oriented individuals) are more likely to exhibit an increase in their level of VO2 max and that this increase can be attributed to increased intrinsic motivation.

Human Resource Management 54(4) p. 623-635 Doi: https://doi.org/10.1002/hrm.21635

Leadership & Organization Development Journal 36(1) p. 35-53 Doi: https://doi.org/10.1108/LODJ-11-2012-0145

Dagens næringsliv p. 25-25

Dagens næringsliv

Dagens næringsliv

Dagens næringsliv p. 27-27

Dagens næringsliv p. 25-25

Dagens næringsliv p. 27-27

Journal of Managerial Psychology 29(8) p. 938-952 Doi: https://doi.org/10.1108/JMP-08-2012-0246

European Journal of Work and Organizational Psychology 23(5) p. 729-738 Doi: https://doi.org/10.1080/1359432X.2013.764602

Dagens næringsliv p. 21-21

Leadership & Organization Development Journal 35(8) p. 725-739 Doi: https://doi.org/10.1108/LODJ-09-2012-0121

The Journal of leadership studies 22(1) p. 115-124 Doi: https://doi.org/10.1177/1548051813515302

This study examined the mediating role of economic leader-member exchange (ELMX) on the negative associations between laissez-faire leadership and affective commitment, self-reported work effort, and self-reported organizational citizenship behavior (OCB). Two samples were used. Study 1 consisted of 199 employees from an international high-technology manufacturing organization. Study 2 consisted of 197 employees from an international private security firm. Both studies supported a positive association between laissez-faire leadership and an ELMX relationship. Study 1 showed that ELMX fully mediated the negative association between laissez-faire leadership and affective commitment. Study 2 showed that ELMX fully mediated the negative association between laissez-faire leadership and self-reported work effort, and partially mediated the negative association between laissez-faire leadership and self-reported OCB. Theoretical and practical implications are discussed.

Journal of Management Studies 51(6) Doi: https://doi.org/10.1111/joms.12085

Dagens næringsliv p. 25-25

The Oxford Handbook of Work Engagement, Motivation, and Self-Determination Theory p. 218-228

Dagens næringsliv p. 27-27

Dagens næringsliv p. 31-31

Dagens næringsliv p. 31-31

Dagens næringsliv p. 23-23

Dagens næringsliv p. 27-27

Dagens næringsliv p. 29-29

Dagens næringsliv p. 28-28

Dagens næringsliv p. 25-25

Dagens næringsliv p. 25-25

International Journal of Human Resource Management 24(1) p. 94-109 Doi: https://doi.org/10.1080/09585192.2012.669785

This study investigated whether the relationship between temporary employees' perceived investment in employee development and work outcomes was moderated by temporary employees' perceived investment in standard employee development (PISED). A study among 2022 Norwegian temporary employees showed that the relationship between perceived investment in temporary employee development and in-role and contextual performance was moderated by the temporary employees' PISED. These results suggest that client organizations that invest more in standard employee development will get the most of their investments in temporary employee development. Implications for practice and future research are discussed.

Leadership Quarterly 24(2) p. 363-377 Doi: https://doi.org/10.1016/j.leaqua.2013.01.003

Drawing on leader role set theory, we examine the relationship between the congruence of leaders’ and subordinates’ empowerment expectations and subordinates’ experiences of role ambiguity and intrinsic motivation. Based on cross-level polynomial regression analysis using 168 subordinates and 33 leaders, the results indicated that the relationship between congruence and role ambiguity and intrinsic motivation vary depending on whether leaders misevaluate subordinate empowerment expectations, as well as whether the expectations match. Specifically, subordinates had low role ambiguity and low intrinsic motivation when leaders’ and subordinates’ empowerment expectations matched at low levels and when leaders underestimated subordinates’ empowerment expectations. However, subordinates had low role ambiguity and high intrinsic motivation when expectations matched at high levels. Furthermore, role ambiguity was high and intrinsic motivation was low when the leaders overestimated subordinates’ empowerment expectations. Theoretical and practical implications are discussed.

European Journal of Work and Organizational Psychology 22(5) p. 563-573 Doi: https://doi.org/10.1080/1359432X.2012.667215

Perceived job autonomy has been recognized as a central tenet of work design, leading to a range of positive outcomes. Still, scholars have rightfully questioned its predictive role for several outcomes, including turnover intention as the two have been found to be virtually unrelated. In line with calls for more complex research on the predictive role of perceived job autonomy on employee outcomes, the purpose of this study was to investigate whether the relationship between perceived job autonomy and turnover intention may be prone to contextual influences. Two cross-sectional surveys among 680 Norwegian employees from different public service organizations showed that the relationship between perceived job autonomy and turnover intention was moderated by perceived supervisor support. In support of our hypothesis, the form of the moderations revealed that perceived job autonomy was negatively related to turnover intention only for employees reporting high levels of perceived supervisor support. Implications for practice and directions for future research are discussed.

Journal of Applied Social Psychology 43(5) p. 1050-1064 Doi: https://doi.org/10.1111/jasp.12068

The purpose of this study was to empirically investigate the relationship between psychological need satisfaction and intrinsic motivation as proposed by self-determination theory. Three competing hypotheses regarding the relations between need satisfaction and intrinsic motivation were tested: additive, synergistic and balance. Two cross-sectional studies involving 1254 employees from a broad range of Norwegian service organizations partly supported the first two hypotheses. Though the relationship between satisfaction of the needs for autonomy and relatedness with intrinsic motivation were significant, the one with satisfaction of the need for competence was not. Instead, competence was only related to intrinsic motivation when autonomy was high. Implications for practice and future research are discussed.

British Journal of Social Psychology 52 p. 412-430 Doi: https://doi.org/10.1111/j.2044-8309.2011.02090.x

This research explored the roles of intrinsic and extrinsic motivation and the 2 x 2 model of achievement goals as predictors of increased work effort. A cross-lagged field study was conducted among 1,441 employees from three large Norwegian service organizations across a 10-month time span. The results showed that the relationship between intrinsic motivation and increased work effort was more positive for employees with high levels of mastery-approach goals. This observation suggests that having congruent goals may accentuate the positive relationship between intrinsic motivation and work effort.

Human Resource Management 51(2) p. 167-187 Doi: https://doi.org/10.1002/hrm.21464

Leadership Quarterly 23(5) p. 756-765 Doi: https://doi.org/10.1016/j.leaqua.2011.12.013

Human Resource Management 51(5) p. 651-664 Doi: https://doi.org/10.1002/hrm.21494

Journal of Managerial Psychology 26(1-2) p. 123-137 Doi: https://doi.org/10.1108/02683941111102164

Economic and Industrial Democracy: an international journal 32(2) p. 261-284 Doi: https://doi.org/10.1177/0143831x10371990

Journal of Behavioral Decision Making 24 p. 482-497 Doi: https://doi.org/10.1002/bdm.704

Global Human Resource Management Casebook p. 101-111

European Journal of Work and Organizational Psychology 20(3) p. 367-387 Doi: https://doi.org/10.1080/13594321003590630

The purpose of this study was to explore an alternative relationship between job autonomy and employee outcomes. In contrast to the dominating view that perceived job autonomy leads to increased levels of intrinsic motivation and in turn work performance, we developed a hypothesis proposing that intrinsic motivation moderates the relationship between perceived job autonomy and work performance. Two cross-sectional surveys among 302 employees from different Norwegian service organizations showed that the relationship between perceived job autonomy and both self-reported and line-manager rated work quality was moderated by intrinsic motivation. The form of the moderation revealed a positive relationship only for employees high in intrinsic motivation in both studies. Implications for practice and directions for future research are discussed.

Human Resource Management Journal 20(2) p. 138-156 Doi: https://doi.org/10.1111/j.1748-8583.2009.00120.x

Journal of Vocational Behavior 77(1) p. 93-103 Doi: https://doi.org/10.1016/j.jvb.2010.02.009

International Journal of Human Resource Management 21(13) p. 2339-2357 Doi: https://doi.org/10.1080/09585192.2010.516589

Human Resource Development International 13(4) p. 409-423

Personnel Review 39(5) p. 622-638 Doi: https://doi.org/10.1108/00483481011064172

Journal of Applied Social Psychology 39(10) p. 2499-2524 Doi: https://doi.org/10.1111/j.1559-1816.2009.00535.x

Magma forskning og viten 12(2) p. 44-50

Employee Relations 31(1) p. 39-56

International Journal of Conflict Management 20(1) p. 4-30 Doi: https://doi.org/10.1108/10444060910931585

Originality/value - The results of the study challenge common use of emotional and relationship/person conflicts as interchangeable conflict types, and cognitive and task conflict as interchangeable conflict types. Accordingly, the study suggests new ways to understand conflicts in groups.

Human Resource Management Journal 19(3) p. 217-236

B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM p. 49-68

Scandinavian Journal of Educational Research 52(5) p. 439-458 Doi: https://doi.org/10.1080/00313830802346314

This article evaluates the effects of two types of rewards (performance-contingent versus engagement-contingent) on self-regulation, intrinsic motivation and creativity. Forty-two undergraduate students were randomly assigned to three conditions; i.e. a performance-contingent reward group, an engagement-contingent reward group and a control group. Results provide little support for the negative effects of performance rewards on motivational components. However, they do indicate that participants in the engagement-contingent reward group and the control group achieved higher rated creativity than participants in the performance-contingent reward group. Alternative explanations for this finding are discussed.

B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM p. 9-14

Journal of Management Studies 45(1) p. 1-25 Doi: https://doi.org/10.1111/j.1467-6486.2007.00710.x

International Journal of Training and Development 12(3) p. 138-159

B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM p. 129-138

Praktisk Økonomi & Finans p. 9-19

B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM p. 216-237

B. Kuvaas (ed.), Lønnsomhet gjennom menneskelige ressurser: Evidensbasert HRM p. 15-48

Personnel Review 36(3) p. 378-397

European Journal of Cognitive Psychology 18(3) p. 437-453

In the present study it was shown that decision heuristics and confidence judgements play important roles in the building of preferences. Based on a dual-process account of thinking, the study compared people who did well versus poorly on a series of decision heuristics and overconfidence judgement tasks. The two groups were found to differ with regard to their information search behaviour in introduced multiattribute choice tasks. High performers on the judgemental tasks were less influenced in their decision processes by numerical information format (probabilities vs. frequencies) compared to low performers. They also looked at more attributes and spent more time on the multiattribute choice tasks. The results reveal that performance on decision heuristics and overconfidence tasks has a bearing both on heuristic and analytic processes in multiattribute decision making.

Journal of Organizational Behavior 27

The purpose of this study was to investigate employee attitudes and behaviors among knowledge workers under different forms of pay administration and pay levels. To examine these issues, I collected data from two business units in a large Norwegian multinational company with pay plans combining individual and collective performance and behaviors as the foundations for individual bonuses; one with two collective components (profit and behavior of the unit and the organization) and one with an individual component in addition to the two collective components. After controlling for organizational tenure, education, gender, perceived unit support, perceptions of distributive and procedural justice, and type of pay plan, the key findings are that base pay level, but not bonus level, was positively related to both self-reported work performance and affective unit commitment, and that these relationships were partly mediated by intrinsic motivation. Furthermore, moderation analyses revealed that the relationships between bonus level and the outcome variables were not affected by type of pay plan. Implications and directions for future research on pay in knowledge intensive organizations are discussed. Copyright (c) 2006 John Wiley & Sons, Ltd.

International Journal of Human Resource Management 17(3) p. 504-522

The purpose of this study was to explore alternative relationships between performance appraisal satisfaction and employee outcomes in the form of self-reported work performance, affective organizational commitment and turnover intention. A cross-sectional survey of 593 employees from 64 Norwegian savings banks showed that performance appraisal satisfaction was directly related to affective commitment and turnover intention. The relationship between performance appraisal satisfaction and work performance, however, was both mediated and moderated by employees' intrinsic work motivation. The form of the moderation revealed a negative relationship for employees with low intrinsic motivation and a positive relationship for those with high intrinsic motivation. Implications for practice and directions for future research are discussed.

Magma forskning og viten 8(3) p. 20-33

Hvordan kan frynsegoder bli belønning? p. 29-51

Organizational Behavior and Human Decision Processes 95(2) p. 198-207

Whereas there is extensive documentation that attribute framing influences the content of people?s thought, we generally know less about how it affects the processes assumed to precede those thoughts. While existing explanations for attribute framing effects rely completely on valence-based associative processing, the results obtained in the present study are also consistent with the notion that negative framing stimulates more effortful and thorough information processing than positive framing. Specifically, results from a simulated business decision-making experiment showed that decision makers receiving negatively framed information had significantly better recall than those receiving positively framed information. Furthermore, decision makers in the negative framing condition were less confident than decision makers in the positively framed condition. Finally, compared to a no-framing condition, decision makers receiving positive framing deviated significantly more in evaluation than decisionmakers receiving negative framing did.

Journal of Behavioral Decision Making 17(1) p. 59-74

Scandinavian Journal of Management 20(Vol. 20, no. 3) p. 245-275

Although considerable "face validity" attaches to the notion that managerial cognition has a powerful effect on issue interpretation, related research has suggested that the role of individual-level characteristics has little significance. In the studyreported below, however, we found that managerialcognitive complexity has an independent impact on data search but not, as prior research has indicated, on the interpretation of threats and opportunities, where factors such as organizational scanning and organization size have a more important predictive role. Taken together these findings suggest that the psychological context arising from organizational factors, and homogeneity of managers? cognitive representations ofenvironmental threats and opportunities, exert a greater influence on the interpretation of threats and opportunities than do individual managerial characteristics.

Scandinavian Journal of Management p. 193-212

Journal of Management Studies 39(7) p. 977-1001