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Psychological Ownership (psychological + ownership)
Selected AbstractsPsychological ownership within the job design context: revision of the job characteristics modelJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2009Jon L. Pierce In this paper, we offer a theoretical modification to the Hackman and Oldham (1975) Job Characteristics Model by integrating research on the psychological aspects of job design with emerging theory on psychological ownership. We develop the connection between job design and (a) the motives facilitating psychological ownership, (b) the routes through which psychological ownership emerges, and (c) the individual-level outcomes (e.g., emotional, attitudinal, motivational, and behavioral) that result from an employee's psychological ownership of his or her job. Our work covers several previously ignored positive and negative effects. We conclude by positioning psychological ownership as a plausible substitute for other proposed mediating psychological states in the job design,employee response relationship. Copyright © 2008 John Wiley & Sons, Ltd. [source] Negative Emotional Reactions to Project Failure and the Self-Compassion to Learn from the ExperienceJOURNAL OF MANAGEMENT STUDIES, Issue 6 2009Dean A. Shepherd abstract Project failure is likely to generate a negative emotional response for those involved in the project. But do all people feel the same way? And are some better able to regulate their emotions to learn from the failure experience? In this paper we develop an emotion framework of project failure that relies on self-determination to explain variance in the intensity of the negative emotions triggered by project failure and self-compassion to explain variance in learning from project failure. We discuss the implications of our model for research on entrepreneurial and innovative organizations, employees' psychological ownership, and personal engagement at work. [source] Psychological ownership within the job design context: revision of the job characteristics modelJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2009Jon L. Pierce In this paper, we offer a theoretical modification to the Hackman and Oldham (1975) Job Characteristics Model by integrating research on the psychological aspects of job design with emerging theory on psychological ownership. We develop the connection between job design and (a) the motives facilitating psychological ownership, (b) the routes through which psychological ownership emerges, and (c) the individual-level outcomes (e.g., emotional, attitudinal, motivational, and behavioral) that result from an employee's psychological ownership of his or her job. Our work covers several previously ignored positive and negative effects. We conclude by positioning psychological ownership as a plausible substitute for other proposed mediating psychological states in the job design,employee response relationship. Copyright © 2008 John Wiley & Sons, Ltd. [source] EMPLOYEES THAT THINK AND ACT LIKE OWNERS: EFFECTS OF OWNERSHIP BELIEFS AND BEHAVIORS ON ORGANIZATIONAL EFFECTIVENESSPERSONNEL PSYCHOLOGY, Issue 4 2003STEPHEN H. WAGNER A model of the psychological experience of employee ownership in work groups was developed to investigate antecedents (participation in a 401 (k) program and a climate of self-determination) and consequences (employee attitudes and financial performance) of psychological ownership. Based on data from a large retail organization, results showed that working in a climate supporting self-determination and 401(k) participation were positively related to the level of ownership beliefs in the 204 work groups studied. Ownership beliefs were positively related to ownership behaviors and employees' attitudes toward the organization, whereas ownership behaviors were positively related to financial performance. Implications of psychological ownership for organizational behavior and performance are discussed. [source] | ||||||||||