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Despite its strategic importance, researchers have given little attention to when CEOs are willing to delegate decisions to top management team members. Prior studies and conventional wisdom suggest that CEOs will be more willing to delegate in times of good performance. Drawing from prospect theory, we suggest an alternative view: that CEOs will be risk‐averse and, therefore, less willing to delegate when their firms have performed well. Our findings provide support for both perspectives.

The purpose of this study is to examine when perceived organizational support (POS) may be more likely to play a mediator versus moderator role in stressor and strain relationships by considering POS relative to challenge and hindrance stressors, cognitive/emotional and physical strains.

This cross‐sectional survey research was conducted in two samples (n=720, 829) of employees working for a large retail organization in the USA. Hypotheses were tested using structural equation modeling.

As hypothesized, results indicate POS mediates relationships between hindrance stressors and cognitive/emotional strains, but does not mediate relationships between challenge stressors and physical strains. POS does not moderate any of the relationships examined.

This paper is one of few studies to examine challenge and hindrance stressors and to examine POS relative to physical strains.

The purpose of this paper is to examine underlying linkages between employees’ intrinsic/extrinsic motivation and their task/contextual performance in a Pakistani health care and educational context. Employees’ affective occupational and organizational commitments were proposed as mediators to explain these relationships.

Data were collected from 181 doctors from a Pakistani hospital and 135 academics from a Pakistani university and analyzed using Baron and Kenney (1986) approach and Preacher and Hayes (2008) bootstrapping approach for testing multiple mediators simultaneously.

As expected, intrinsic motivation is related to task performance (TP) and this relationship is mediated by affective occupational commitment. Extrinsic motivation is related both to TP and contextual performance (CP) and these relationships are mediated by affective organizational commitment.

Research has implications both for practitioners and academicians. The results highlight how different motivational orientations can produce different results and managers need to understand the different needs of employees while devising their human resource strategies. Employees can differ in their motivational orientations depending on their level of need, and can accordingly differ in their subsequent attitudes, performance and behaviors. Employees also need to choose jobs carefully after evaluating their motivational orientations.

The current study recognizes the multi-dimensional nature of motivation and differentiates the effects of intrinsic and extrinsic motivational orientations of employees by establishing the unique linkages between these orientations and employee task and CP. The study also examines differential role of two foci of employee commitment in analyzing the main effects.

The purpose of this paper is to examine whether the presence of an audience inhibits or facilitates feedback-seeking behaviors.

A sample of 148 employees completed a survey questionnaire regarding feedback-seeking behaviors. Perceived value of public and private feedback, public self-consciousness (PSC), and tolerance for ambiguity were used to predict public or private feedback-seeking behaviors. Hierarchical multiple regression were used to test the hypotheses.

Statistically significant relationships were found between perceived value of public feedback, PSC, tolerance for ambiguity, and public feedback seeking. Subsequently, statistically significant relationships were only found between perceived value of private feedback, tolerance for ambiguity, and private feedback seeking.

Future research should focus on how individuals respond to less privacy in the workplace in regards to feedback-seeking behaviors.

Many more companies are moving to open office spaces and cubicles which suggest there is less privacy for employees to seek feedback. This study found that employees do make a distinction when seeking feedback in a public or private context.

This is the first field study to identify specific antecedents relating to seeking feedback in a public or private context. With this study, the feedback context becomes another important variable in understanding how an individual's feedback environment may relate to feedback seeking.