Competing Models of How motivation, opportunity, and ability drive performance behaviours.pdf (183.74 kB)
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conference contribution
posted on 2013-01-24, 11:30 authored by Martin TuuliThe motivation–opportunity–ability (MOA) framework is well established in
organizational behaviour and specifies complementarity among motivation,
opportunity, and ability in driving behaviour. Despite decades of research, the precise
inter-relationship among the MOA variables and how they interact to influence
performance behaviours still remain largely unclear. Three competing models, a
multiplicative, linear and constraining-factor model (CFM), reflecting different levels
of complementarity and interaction among motivation, opportunity and ability, and
their impact on performance behaviours are specified. These models offer fresh
perspectives on interaction effects in organizational behaviour and on how to drive
performance in organizations. To test the specified competing models, a quantitative
methodology appears appropriate. This will require operationalizing the MOA as well
as the performance behaviour variables and measuring them through quantitative
questionnaire surveys. Subsequent empirical test of the competing models will
confirm whether the constraining-factor model (CFM) is a superior model that
provides a better explanation of the variance in performance behaviours than the
traditional multiplicative and linear models.
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