Social Identity, Self-categorization, and Work Motivation: Rethinking the Contribution of the Group to Positive and Sustainable Organisational Outcomes

Traditional needs theories centre around hierarchies ranging from 'lower-level' needs for security, existence, or hygiene through to 'higher-level' needs for self-actualisation, achievement, and growth. As applied to the organisational domain, such theories tend to assume that an employee's personal need for challenge and development is the best source of work motivation. Based on social identity and self-categorisation theories, this paper interprets needs hierarchies as reflections of the variable definition of self. It suggests that the motivational impact of different needs changes as a function of the salience of norms and goals associated with self-categories defined at varying levels of abstraction (personal, social, human). As a result, no one level of need is inherently more relevant to employee motivation than any other. This analysis also suggests that group-based needs will play an especially important motivational role in situations where an individual's social identity is salient. Following work by Tyler, data that support this argument are provided by a study in which employees' willingness to engage in citizenship behaviour increased following manipulations of group-based pride and respect. Results point to the productive and sustainable potential of self-actualisation at a collective rather than just a personal level.     

The Role of Anxiety in Seeking and Retaining Risk Information: Testing the Risk Perception Attitude Framework in Two Studies

Despite the importance of health information seeking, not all people engage in such behaviors, especially when thinking about the disease is distressing. The focus of this paper is to examine the antecedents of information seeking and retention. Based on individuals’ risk perception and efficacy beliefs, the risk perception attitude framework is used to formulate four groups: responsive (high risk, high efficacy), avoidance (high risk, low efficacy), proactive (low risk, high efficacy), and indifference (low risk, low efficacy). In Study 1, a 2 (risk) × 2 (efficacy) between‐subjects experiment, participants’ perceived risk to skin cancer and skin cancer–related efficacy beliefs were induced to determine their information seeking, retention, and intentions to engage in future seeking. The responsive group, as predicted, was associated with the most information‐seeking behaviors and information‐seeking intentions. The avoidance group, however, sought information but exhibited the lowest retention scores. These results were used to derive two predictions—the incredulity hypothesis and the anxiety‐reduction hypothesis—that were then tested in Study 2. Study 2, also a 2 (risk) × 2 (efficacy) between‐subjects experiment dealing with diabetes, found support for the anxiety‐reduction hypothesis, which argues that the high‐risk, low‐efficacy group experiences more anxiety, which leads to high motivations to seek, but lower ability to retain information.     

Capturing non-linear temporally embedded processes in organizations using recurrence quantification analysis

ABSTRACT

Despite the growing consensus that the majority of psychological phenomena at work are temporally embedded and highly dynamic, existing research is often based on simplified theoretical and methodological models, which take limited account of process dynamics and especially non-linear growth trajectories. In this paper, we highlight the potentials of using recurrence quantifications analysis (RQA) and an extension of RQA – cross-recurrence quantification analysis (CRQA) – for researching process dynamics in organizations. (C)RQA is a powerful technique that can be used to both visualize and quantify time-series data such as repeated measurements of psychological states or sequentially coded dyadic and team interactions. To illustrate the manifold opportunities of (C)RQA, we present three application examples focusing on individuals as systems, dyads as systems, and teams as systems. Specifically, we highlight how (C)RQA can be applied to individual diary data, to leader-follower communication dynamics observed during annual appraisal interviews, and to high-density coded team interactions observed during organizational meetings. We discuss the strengths and limitations of (C)RQA and provide recommendations for researchers interested in using the method.