The fight for the alpha position : Channeling Status competition in organizations
By: LOCH, Christoph
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Contributor(s): YAZIJI, Michael | LANGEN, Christian.
Material type: 
ArticlePublisher: 2001Subject(s): Status Competition | Incentive Systems | OrganizationsEuropean Management Journal 19, 1, p. 16-25Abstract: A long-standing debate on incentive and reward schemes has taught us that employes are not motivated by money and resource alone. A fundamental emotional motivator is the seeking for status and recognition. Traditional conceptualizations of status-seeking behavior viewed it as a rational means by which to attain resources. The managerial implications were that by breaking the connection between status and resources - by making it clear that status would not lead to resources, managers could eliminate status-seeking behavior. However, new research suggests that status is emotionally sought as an end in itself. The quest for status is depply embedded, pervasive and powerful. It cannot be repressed, as was previously suggested. Status competition can lead employees and managers to counterproductive behavior, such as suppressing others, with holding information, or wasting resources. But all is not lost, a conscientious management can also actively channel the status-seeking energy in positive directions, by manipulatin the environment and the criteria and symbols of status within the organization. Rather then being a source of politicking and inter-group squabbles, the drive for status can be turned into a powerful motivator serving the interests of the group
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
A long-standing debate on incentive and reward schemes has taught us that employes are not motivated by money and resource alone. A fundamental emotional motivator is the seeking for status and recognition. Traditional conceptualizations of status-seeking behavior viewed it as a rational means by which to attain resources. The managerial implications were that by breaking the connection between status and resources - by making it clear that status would not lead to resources, managers could eliminate status-seeking behavior. However, new research suggests that status is emotionally sought as an end in itself. The quest for status is depply embedded, pervasive and powerful. It cannot be repressed, as was previously suggested. Status competition can lead employees and managers to counterproductive behavior, such as suppressing others, with holding information, or wasting resources. But all is not lost, a conscientious management can also actively channel the status-seeking energy in positive directions, by manipulatin the environment and the criteria and symbols of status within the organization. Rather then being a source of politicking and inter-group squabbles, the drive for status can be turned into a powerful motivator serving the interests of the group
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