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The performance implications of ambivalent initiative: The interplay of autonomous and controlled motivations

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  • Grant, Adam M.
  • Nurmohamed, Samir
  • Ashford, Susan J.
  • Dekas, Kathryn

Abstract

Although initiative is thought to contribute to higher performance, researchers have called for a more comprehensive understanding of the contingencies for this relationship. Building on self-determination theory, we propose that initiative is more likely to predict performance when individuals experience autonomous and not controlled motivation. Across two studies, we find support for a hypothesized three-way interaction between initiative, autonomous motivation, and controlled motivation in predicting individual performance. In Study 1, the personal initiative reported by job applicants was most positively related to the number of job offers that they received several months later when they experienced high autonomous motivation and low controlled motivation. In Study 2, the objective initiative taken by call center employees was most positively related to the revenue that they generated in subsequent months when they reported high autonomous motivation and low controlled motivation. We discuss theoretical implications for motivation, initiative, proactivity, and performance.

Suggested Citation

  • Grant, Adam M. & Nurmohamed, Samir & Ashford, Susan J. & Dekas, Kathryn, 2011. "The performance implications of ambivalent initiative: The interplay of autonomous and controlled motivations," Organizational Behavior and Human Decision Processes, Elsevier, vol. 116(2), pages 241-251.
    • Handle: RePEc:eee:jobhdp:v:116:y:2011:i:2:p:241-251
    DOI: 10.1016/j.obhdp.2011.03.004
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    References listed on IDEAS

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    1. Pinkley, Robin L. & Neale, Margaret A. & Bennett, Rebecca J., 1994. "The Impact of Alternatives to Settlement in Dyadic Negotiation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 57(1), pages 97-116, January.
    2. Williams, Patti & Aaker, Jennifer L, 2002. "Can Mixed Emotions Peacefully Coexist?," Journal of Consumer Research, Journal of Consumer Research Inc., vol. 28(4), pages 636-649, March.
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    Cited by:

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    2. Ziyang Qiang & Jigan Wang & Kaiyuan He & Lin Xu, 2022. "Potential of Passive Employees: How Servant Leadership Can Stimulate Innovation among Control-Oriented Employees," Sustainability, MDPI, vol. 15(1), pages 1-19, December.
    3. Gerards, Ruud & Welters, Ricardo, 2016. "Impact of financial pressure on unemployed job search, job find success and job quality," ROA Research Memorandum 008, Maastricht University, Research Centre for Education and the Labour Market (ROA).
    4. Zheng, Yu Hao & Shi, Guicheng & Zhong, Hao & Liu, Matthew Tingchi & Lin, Zixiao, 2023. "Motivating strategic front-line employees for innovative sales in the digital transformation era: The mediating role of salesperson learning," Technological Forecasting and Social Change, Elsevier, vol. 193(C).
    5. Gerards, Ruud & Welters, Riccardo, 2022. "Job search in the presence of a stressor: Does financial hardship change the effectiveness of job search?," Journal of Economic Psychology, Elsevier, vol. 90(C).
    6. Raveendhran, Roshni & Fast, Nathanael J., 2021. "Humans judge, algorithms nudge: The psychology of behavior tracking acceptance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 164(C), pages 11-26.
    7. Dag Ingvar Jacobsen, 2021. "Motivational Differences? Comparing Private, Public and Hybrid Organizations," Public Organization Review, Springer, vol. 21(3), pages 561-575, September.
    8. Argyro Avgoustaki & Almudena Cañibano, 2020. "Motivational Drivers of Extensive Work Effort: Are Long Hours Always Detrimental to Well‐being?," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 59(3), pages 355-398, July.

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