Laura L. Beauvais

Work Motivation: The Incorporation of Self-Concept-Based Processes

This paper proposes a metatheory of work motivation incorporating theories of self-concept that have been proposed in the sociological and psychological literatures. Traditional theories of work motivation are reviewed, and the selfconcept-based sources of motivation are presented. How the self-concept influences behavior in organizations is explained and used to develop a metatheory of motivational sources. Both research and managerial implications of the model are presented.

Strategic Issues and Determinant Factors of an Interorganizational Macroculture in the Lodging Industry

This article presents an empirical study of lodging industry executives’ beliefs regarding strategic issues that they consider to be most important. The authors theorize that fundamental factors exist indicating certain commonalties regarding executives’mental models about strategic issues.The possible influence of an industry macroculture is investigated as a source of similarity of mental models among executives competing in the lodging industry, and hypotheses are developed and tested regarding the sources of the macroculture. The results of an exploratory factor analysis indicate that among 20 potential strategic issues rated by executives in the study, 3 fundamental strategic directions exist. Furthermore, the results of the study indicate that professional journals, associations, conferences, and previous employment may be sources of the macroculture. Implications for research and practice are presented.

The effects of perceived pressures on managerial and nonmanagerial scientists and engineers

The two major purposes of the present study were (1) to empirically investigate the effects of excessive pressures perceived by Ph.D.-level scientists and engineers employed in a large multidivisional energy R&D laboratory on work attitudes and performance; and (2) to test the proposition that scientists with managerial responsibilities perceive more pressures and strains than do those with no such duties. Results indicated that the pressured scientists perceived more role strain and a less positive climate, were less satisfied, and received lower performance evaluations from their supervisors than non-pressured ones. No differences were found in the perception of pressures between the managerial and nonmanagerial scientists, although the managers reported a more positive climate and higher satisfaction than did nonmanagers. The implications of these findings with regard to management practice (i.e., dual ladders) and future research on stress among this occupational group were briefly discussed.