On the nature and function of scoring protocols used in exercise motivation research: An empirical study of the behavioral regulation in exercise questionnaire

ObjectivesThe purpose of this study was to examine the effects of different scoring protocols used with instruments designed to assess motivation in line with Organismic Integration Theory (OIT; Deci & Ryan, 2002).DesignThis study used non-probability based sampling within a cross-sectional (survey) design.MethodsParticipants across four samples (N's ranged from 236 to 1200) completed either (a) the Behavioral Regulation in Exercise Questionnaire (BREQ), (b) the BREQ-2, or (c) the BREQ-2R in conjunction with a self-report assessment of physical activity behavior.ResultsParticipants endorsed more self-determined than controlled motives for physical activity. Identified regulation was the dominant correlate of more frequent physical activity behavior. The link between external regulation and physical activity was consistently weak. Multiple regression analyses revealed identified regulation was the strongest predictor of physical activity compared with other motives. Regression models using omnibus scoring protocols accounted for less variance in physical activity behavior in contrast to an item-aggregation scoring protocol.ConclusionsIdentified regulation may be a key source of physical activity motivation in adults. The scoring protocol used with OIT-based instruments represents an important consideration for advancing physical activity research.     

Using the movement-related cortical potential to study motor skill learning

The movement-related cortical potential (MRCP) is a low-frequency negative shift in the electroencephalographic recording that occurs about 2 s before voluntary movement production. The MRCP is thought to reflect the cortical processes involved in movement planning and movement preparation. In recent years, researchers have used this potential to investigate the processes involved in motor skill learning. Their findings indicate differences in the amplitude and onset times of the MRCP between experienced and novice performers, which have been attributed to long-term training in the experts. The authors discuss these findings critically and consider their implications for both future research and practice.     

A Curvilinear Relationship Between Work Engagement and Job Performance: the Roles of Feedback-Seeking Behavior and Personal Resources

Drawing from conservation of resources theory, this study examines the curvilinear relationship between employees’ work engagement and their job performance; the authors also hypothesize that employees’ feedback-seeking behavior is a pertinent boundary condition that mitigates this curvilinear relationship. Personal resources likely mediate the work engagement–job performance relationship too. Data gathered from 190 employees and their supervisors in Ukraine (study 1) and from 171 employees and their supervisors in Pakistan (study 2) reveal that although work engagement enhances job performance, the effect occurs at a declining rate as work engagement increases. Feedback-seeking behavior moderates this curvilinear relationship, so the decline in the rate at which work engagement enhances job performance is mitigated by higher levels of feedback-seeking behavior. Furthermore, after controlling for the role of feedback-seeking behavior, the curvilinear effect of work engagement on job performance is mediated by personal resources (i.e., self-efficacy, optimism, and resilience). These findings have significant implications for research and practice.

     

Combined effects of workplace bullying and perceived organizational support on employee behaviors: does resource availability help?

Background and Objective: This research examines the detrimental effects of workplace bullying as a social stressor on employees’ job performance, organizational retaliatory behaviors, and organizational citizenship behaviors and how the availability of support can reduce the negative impact of bullying. Using social exchange theory and the conservation of resources theory as theoretical frameworks, we propose that workplace bullying drains personal resources, leading to reduced job performance, low citizenship behaviors, and increased organizational retaliatory behaviors. We also propose that perceived organizational support acts as moderator, such that it reduces the detrimental effects of bullying on employee behaviors.

Research Design and Methods: We tested our hypotheses in two field studies (N?=?478 and N?=?395) conducted in Pakistan.

Results: The results of both studies supported the assertion that workplace bullying exacerbates employees’ job performance, reduces organizational citizenship behaviors and intensifies organizational retaliatory behaviors. The idea that perceived organizational support would moderate the bullying-work behavior relationships found mixed support. While perceptions of organizational support reinforced the bullying-job performance and bullying-retaliatory behaviors relationships, it did not moderate the bullying-citizenship behaviors relationship in the suggested direction.

Conclusion: The findings show that workplace bullying leads to more organizational citizenship behaviors when employee’s perceptions of organizational support is high.     

Object-Tool-Actor Interaction: Object Information Drives Intended Action

Tool use is typically explored via actor-tool interactions. However, the target-object (that which is being acted on) may influence perceived action possibilities and thereby guide action. Three different tool-target-object pairings were tested (Experiment 1). The hammering action demonstrated the greatest sensitivity and therefore subsequently used to further investigate target-object pairings. The hammer was removed as an option and instructions were provided using pictorial (Experiment 2), written (Experiment 3), and both pictorial and written formats (Experiment 4). The designed tool is chosen when available (Experiment 1) and when removed as a choice (i.e., the hammer), participants perform the same action associated with the designed tool (i.e., hammering) regardless of instruction method (Experiments 2, 3, and 4).