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Motivational deficits in schizophrenia are proposed to be attributable in part to abnormal effort-cost computations, calculations weighing the costs vs. the benefits of actions. Several reports have shown that people with schizophrenia display a reduced willingness to exert effort for monetary rewards when compared to controls. The primary goal of the current study was to further characterize reduced willingness to exert effort in schizophrenia by determining whether reduced willingness reflects (1) reduced sensitivity to reward, (2) increased sensitivity to effort, or (3) a combination of both. We assessed effort-cost decision-making in 30 controls and 30 people with schizophrenia, using 2 separate experimental tasks. Critically, one paradigm allowed for independent estimation of effects of reward and effort sensitivity on choice behavior. The other task isolated effort sensitivity by measuring effort in the absence of reward. Clinical interviews and self-report questionnaires were administered to people with schizophrenia to determine negative symptom severity. Across both tasks, we found evidence for reduced willingness to exert effort in people with schizophrenia compared to controls. Further, in both paradigms reduced willingness to exert effort was driven by increased sensitivity to effort in people with schizophrenia compared to controls. In contrast, measures of reward sensitivity did not significantly differ between groups. Surprisingly, we did not find correlations between task variables and measures of negative symptom severity. These findings further specify prior work by identifying a specific contributory role for increased effort sensitivity in effort-cost decision-making deficits in schizophrenia.

PurposeThe purpose of this paper is to understand the role of HRM philosophy for HPWS formulation and implementation, as well as to investigate its role to improve employee perceptions of HPWS.Design/methodology/approachA qualitative study of 55 interviews was conducted with managers (senior, HR, frontline) and employees from three telecommunication organisations based in Pakistan.FindingsThe findings indicate that a clear, well-developed HRM philosophy ensures clarity in HPWS formulation not only for managers, but also for employees. However, lack of strong philosophical foundations for HPWS can result into distorted HRM messages and negative employee perceptions.Originality/valueWhilst there remains debate over the positive and negative influence of HPWS for employee outcomes, this study presents HRM philosophy as important HRM component to understand HPWS implementation. The article highlights the fact that the purpose of HPWS practices and its effective communication to employees can make a substantial difference in how employees perceive these practices. In sum, an employee centred philosophy is likely to be pre-condition circumstances for improving employee outcomes.

A two level analysis was conducted to examine the impact of High Performance Work Systems (HPWS) on organizational performance by investigating four most prevailing theories in HPWS literature i.e., human capital (Resource based view), social exchange, relational coordination, employee attitudes and behaviours. It was proposed that HPWS predicts improved organizational performance and this relationship can be strengthened through intervention of human capital development, degree of social exchange among organizations and its members and productive relationships among employees. It was further argued that HPWS results into employee motivation, job satisfaction and organizational citizenship behaviours, which ultimately results into better organizational performance. Results from 17 manufacturing and service organizations confirmed the significance of association of implemented and perceived HPWS with managerial and employee rated organizational performance. Mediation analysis confirmed the contribution of human capital, social exchange, relational coordination and OCB towards organizational performance but no influence was found for employee attitudes on HPWS-performance linkage.