Publication Type

Journal Article

Version

publishedVersion

Publication Date

12-2020

Abstract

Organizational selection decisions often involve an exchange of information between candidates and decision makers as to why candidates are motivated to work in the given position. Drawing on popular management myths as our overarching framework, we theorize that candidates’ expressions of extrinsic motivation lead decision makers to infer that the candidate is less intrinsically motivated, leading to bias against such candidates. We term this effect motivation purity bias, and argue that it emerges despite ample evidence, which we review, showing that penalizing expressed extrinsic motivation is not only unfair to candidates but also counterproductive from the standpoint of maximizing future employee performance. Four studies, conducted among hiring managers and business school students, find support for our theory. We discuss implications for the fairness and efficiency of organizational selection decisions, as well as for prospects of developing a more balanced view of intrinsic and extrinsic motivation in management research and practice.

Keywords

Selection decisions, Motivation perception, Motivation purity bias, Intrinsic motivation, Extrinsic motivation

Discipline

Industrial and Organizational Psychology | Organizational Behavior and Theory

Research Areas

Organisational Behaviour and Human Resources

Publication

Academy of Management Journal

Volume

63

Issue

6

First Page

1840

Last Page

1864

ISSN

0001-4273

Identifier

10.5465/amj.2017.0617

Publisher

Academy of Management

Copyright Owner and License

Publisher

Additional URL

https://doi.org/10.5465/amj.2017.0617

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