Correlating Forgiveness with Achievement Motivation and Willingness to Disclose in the Workplace Anthony J Belluccia Honors Thesis Florida State University Independent Variable Forgiveness of the Employer ID: 614284
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Slide1
When Forgiveness Matters: Correlating Forgiveness with Achievement Motivation and Willingness to Disclose in the Workplace
Anthony J.
Belluccia
Honors Thesis
Florida State UniversitySlide2
Independent Variable: Forgiveness of the Employer(Thoresen, Harris, and Luskin, 2000)
(McCullough
,
Pargament
, and
Thoresen
,
2000)
(Enright
and Fitzgibbons,
2000)
(
Exline
and
Baumeister
,
2000)
(Kaplan
,
1992)
(Williams
,
1989)
(McCullough
,
2000)
(Bright
, Fry and
Cooperrider
2006)
Porath
and
Erez
(2009) discovered that unforgiving behavior negatively
a
ffects performance on tasks.
When organization members witness forgiveness, a mutually reinforcing cycle begins and increases overall performance on daily tasks (Cameron, Bright and
Caza
, 2004). Slide3
Independent Variable: Forgiveness of the EmployerSome studies show negative side of forgivenessTendency to forgive in marriages predicts continued aggression (McNulty, 2011)
In our case, offender is employee
Contingencies of Reinforcement
: behaviors are less likely to be repeated if followed by unwanted outcomes
Employers who don’t forgive mistakes motivate employees to change.
Similar study: (Overall et al., 2009)Slide4
Dependent Variable 1: Achievement Motivation of the EmployeeSO WHAT MOTIVATES EMPLOYEES ANYWAY?
A) interesting work
B) good wages
C)
appreciated work
D) Job security
Dieleman
(2003): motivation influenced primarily by how appreciative employers
are
Steelman
(2004): motivated to improve after negative feedbackSlide5
Moderating VariablesModerating Variable 1: Personality of the employee (McNulty & Russell, in
prep): agreeable individuals less likely to transgress a forgiving partner, feel obligated to reciprocate kindness
Shepard (2008) discovered that the more agreeable someone is, the more positively they respond to forgiveness
Moderating Variable 2: Extrinsic Motivation vs Intrinsic Motivation
Extrinsically motivated -> deviant and anti-social in the workplace
Intrinsically motivated -> organizationally involved and committed
Dysvik
(2010): intrinsic motivated individuals need less management
intervention
to perform high quality workSlide6
Dependent Variable 2: Willingness to DiscloseHonesty around boss, willingness to share (not task related)Willingness to disclose: an indicator that a forgiving relationship exists between employer and employee (Stone, 2002).
Rusbult
(1991): honesty between individuals is bolstered when they report higher levels of forgiveness for partners’ mistakes. Slide7
HypothesesEmployers’ forgiveness and employees’ achievement motivation will be negatively correlated, especially among employees who are extrinsically motivatedEmployers’ forgiveness and employees’ achievement motivation will be positively correlated to the extent that the employee exhibits agreeable personality traits
Employers
’ forgiveness and employees’
willingness to disclose will
be
positively correlatedSlide8
MethodCorrelational Study of 220 employed adults who use Mechanical Turk119 males, 100 females
Primarily white
Average age: 33.1
Average
salary: $
40,858
$0.25 reward for completion
Study consisted of 9 sections overallSlide9
Independent Variable ScalesForgiveness MeasuresTendency to Forgive (TTF) and Transgressions Related Interpersonal Motivations Inventory (TRIM): 13 items
Employee reports of employers
“Immediate employer” used throughout survey
“If I make
a mistake during the workday, my employer tends to get
angry” (Reversed) (TTF
) Reliability for the scale was acceptable (
α=0.85)
“indicate your employer’s reactions when you make a mistake on a task at
work…” (TRIM
) Reliability for the scale was acceptable (
α=0.95).
Combined forgiveness scale (
α=
0
.
86)Slide10
Dependent Variable ScalesAchievement Motivation MeasuresAchievement Motivation Scale (AM) (α=
0.75), Motivation Questionnaire (MQ)
(
α=
0.91), Measure of Achievement Motivation (MAM)
(
α=
0
.
68): 14 items
“I feel inclined to give my top performance for all my workplace duties”
Combined Achievement Motivation Scale:
(
α=
0
.
9
0
)
Willingness to Disclose Measure
Self Disclosure Scale (SDS)
(
α=
0
.
84): 5 items
“The messages I send to my employer are usually consistent with what I am actually
feeling”Slide11
Moderating Variable ScalesPersonality MeasureTen Item Personality Inventory (TIPI): 10 items“I am critical, quarrelsome”
Extrinsic/Intrinsic Motivation
Work Extrinsic/Intrinsic Motivation Scale (EIM): 6 items
“I do my work because I derive much pleasure from doing new
things”
(I)
“I
do my work for the income it provides
me”
(E) Slide12
Descriptive Stats and Correlations
1
2
3
4
5
6
M
SD
1. Achievement motivation
--
.45**
.42**
.28**
.64**
.22**
-.01
.91
2. Willingness to disclose
--
.12
.39**
.14*4.631.343. Forgiveness.42**.55**--.21**.28**.18**0.94 4. Extrinsic motivation--.15*.19**16.893.155. Intrinsic motivation--.1013.955.046. Openness--5.011.24
Table 1.
Descriptive Statistics and Correlations among VariablesSlide13
Results: Achievement Motivation
t
p
Forgiveness X
Extrinsic Motivation
-0.54
0.59
Forgiveness X
Agreeableness
-1.61
0.11
Forgiveness X Intrinsic
Motivation
-3.06
0.003Slide14
Agreeableness
Figure
1
.
Interactions between Employers’ Forgiveness and Employees’ Agreeableness.
β = .20, SE = .08, t(214) = 2.37, p < .05,
β = .36, SE = .08, t(214) = 4.88, p < .01
High Agreeableness
Low AgreeablenessSlide15
Intrinsic Motivation
Figure
2
.
Interactions between Employers’ Forgiveness and Employees’ Intrinsic Motivation.
β = .10, SE = .07, t(216) = 1.38, p = .17
β
= .35, SE = .06, t(216) = 5.98, p < .01
High Intrinsic Motivation
Low Intrinsic MotivationSlide16
Direction for Future ResearchThis study contributed to other findings that suggests the forgiveness elicits positive behaviors in others High correlation exists between forgiveness and willingness to disclose in the workplace
Longitudinal study to establish causation
3 way interaction: low agreeableness
Size of the firm (Cameron, 2002)Slide17
AcknowledgmentsThesis Director: Dr. James McNultyMichelle Russell, PhD. candidate: thank you for the time you have dedicated. Slide18
Openness
Figure 4: Interactions between Employers’ Forgiveness and Openness
β = .96, SE = .11, t(218) = 8.972, p < .05
High Openness
Low Openness
β =
.57,
SE = .11, t(218) =
5.14,
p < .05Slide19
Time Spent Under Current Employerβ = .64, SE = .11, t(216) =
6.13
p < .01
0-2 Years worked with employer
3+ years worked with employer
β =
1.03,
SE =
.13,
t(216) =
7.90,
p < .01