In this chapter, the authors present a theoretical model useful for analyzing people’s perceptions of what they should do, should not do, and should be allowed to do at work. These perceptions create powerful motivational forces that shape workplace behavior. The authors describe various aspects of this model – a deonance perspective – as it relates to rights (permissible behavior) and responsibilities (behavioral prescriptions and proscriptions). The authors demonstrate how it offers new insights beyond those available from existing theoretical models, and the authors outline its implications for research and the practice of human resource management.
We thank Kevin Wooten and Gary Latham for their helpful suggestions.
Folger, R. and Whiting, S.W. (2020), "HR Research and Practice from a Deonance Perspective", Buckley, M.R., Wheeler, A.R., Baur, J.E. and Halbesleben, J.R.B. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 38), Emerald Publishing Limited, pp. 259-283. https://doi.org/10.1108/S0742-730120200000038009Download as .RIS
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