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Liu B, Chen H, Hou C, Wang Y. The structure and measurement of overtime work: A scale development study among Chinese employees. CURRENT PSYCHOLOGY 2021. [DOI: 10.1007/s12144-020-01259-1] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/22/2022]
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Hensel PG, Kacprzak A. Job Overload, Organizational Commitment, and Motivation as Antecedents of Cyberloafing: Evidence from Employee Monitoring Software. EUROPEAN MANAGEMENT REVIEW 2020. [DOI: 10.1111/emre.12407] [Citation(s) in RCA: 8] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
Affiliation(s)
| | - Agnieszka Kacprzak
- Faculty of Management University of Warsaw 1/3 Szturmowa Street Warsaw 02‐678 Poland
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Deterding S. Gamification in Management: Between Choice Architecture and Humanistic Design. JOURNAL OF MANAGEMENT INQUIRY 2018. [DOI: 10.1177/1056492618790912] [Citation(s) in RCA: 39] [Impact Index Per Article: 6.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
Gamification in management is currently informed by two contradicting framings or rhetorics: the rhetoric of choice architecture casts humans as rational actors and games as perfect information and incentive dispensers, giving managers fine-grained control over people’s behavior. It aligns with basic tenets of neoclassical economics, scientific management, operations research/management science, and current big data-driven decision making. In contrast, the rhetoric of humanistic design casts humans as growth-oriented and games as environments optimally designed to afford positive, meaningful experiences. This view, fitting humanistic management ideas and the rise of design and customer experience, casts managers as “second order” designers. While both rhetorics highlight important aspects of games and management, the former is more likely to be adopted and absorbed into business as usual, whereas the latter holds more uncertainty, but also transformative potential.
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Can you buy work engagement? The relationship between pay, fringe benefits, financial bonuses and work engagement. CURRENT PSYCHOLOGY 2017. [DOI: 10.1007/s12144-017-9768-4] [Citation(s) in RCA: 10] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
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