Managers' theories of subordinates: A cross-cultural examination of manager perceptions of motivation and appraisal of performance

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Latin America Management Research: Review, Synthesis, and Extension (2011, background): “…& Kasarda, 1998), the robustness of standardized job satisfaction scales (Liu, Borg, & Spector, 2004), managers’ perceptions of employee motivation (DeVoe & Iyengar, 2004), and the influence of collectivism (Smith Speck & Roy, 2008; Walumbwa & Lawler, 2003) and cultural differences (Sturdy &…”
Do you get what you pay for? Sales incentives and implications for motivation and changes in turnover intention and work effort (2016, background): “First, many managers believe that the relatively non-contingent nature of base pay makes it a poor motivating instrument (DeVoe and Iyengar 2004; Ferraro et al. 2005; Magee et al. 2011).”
Employee performance management across borders: A review of relevant academic literature (2009, unknown): “1999; Suliman 2001), motivation and efficacy (Devoe and Iyengar 2004; Earley 1994; Lam et al. 2002), raters (Adsit et al.”
A test of hypotheses derived from self‐determination theory among public sector employees (2008, background): “Still, the tendency to predict that others are more motivated than themselves by extrinsic rewards and less motivated than themselves by intrinsic rewards is prevalent among many managers in both the private and the public sectors ( DeVoe and Iyengar, 2004”