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<p>This study examines the direct and indirect effects of two dissimilar but simultaneously interrelated types of project-level control systems, i.e., formal (behavior and outcomes control) and informal (clan and self-control), on project-based individual performance. Likewise, this study examines the underlying conditions that result in higher performance of individuals by integrating two different streaks of research, i.e., project-level control systems and intrinsic motivation of individuals. Although both streams are important, minuscule empirical work has been conducted to link these two lines of research in telecom-based projects. Seven hypotheses were advanced, and data were collected through a structured questionnaire on focal variables from 300 respondents working in various telecom-based projects across Pakistan. The collected data corroborated the research model using the structural equation modeling technique. Results revealed that managing the project-based individual performance needs vigorous and continual use of these two types of control systems, i.e., formal and informal. It is noticeable in the telecom sector where formal control systems, i.e., behavior and outcome controls, play a central role, and stability prerequisites must be guaranteed regardless of the absence of managerial procedures and competencies. We unfold an understanding of the underlying mechanisms through which project-level control systems affect project-based individual performance in telecom projects. Intrinsic motivation characterizes a paradigm in that the project managers are not aware of its significance. For instance, our results prove that individuals who perceive control systems as motivating have higher intrinsic motivation and may be more likely (under conditions of self-determination theory) to be involved in task-related responsibilities (behavioral or non-behavioral). Our study has also documented the fundamental role of intrinsic motivation in driving the effects of the project-level control systems on project-based individual performance.</p>

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Resolving the project control-performance paradox: boosting individual performance through intrinsic motivation

  • 期刊论文

  • 发表日期：

    2025年8月8日

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  • Faheem Ahmad Khan,
  • Muhammad Umer Quddoos,
  • Mehma Qudsia,
  • Muhammad Adeel,
  • Muhammad Sajid Amin,
  • Muhammad Abdul Basit Ur Rahim

摘要

This study examines the direct and indirect effects of two dissimilar but simultaneously interrelated types of project-level control systems, i.e., formal (behavior and outcomes control) and informal (clan and self-control), on project-based individual performance. Likewise, this study examines the underlying conditions that result in higher performance of individuals by integrating two different streaks of research, i.e., project-level control systems and intrinsic motivation of individuals. Although both streams are important, minuscule empirical work has been conducted to link these two lines of research in telecom-based projects. Seven hypotheses were advanced, and data were collected through a structured questionnaire on focal variables from 300 respondents working in various telecom-based projects across Pakistan. The collected data corroborated the research model using the structural equation modeling technique. Results revealed that managing the project-based individual performance needs vigorous and continual use of these two types of control systems, i.e., formal and informal. It is noticeable in the telecom sector where formal control systems, i.e., behavior and outcome controls, play a central role, and stability prerequisites must be guaranteed regardless of the absence of managerial procedures and competencies. We unfold an understanding of the underlying mechanisms through which project-level control systems affect project-based individual performance in telecom projects. Intrinsic motivation characterizes a paradigm in that the project managers are not aware of its significance. For instance, our results prove that individuals who perceive control systems as motivating have higher intrinsic motivation and may be more likely (under conditions of self-determination theory) to be involved in task-related responsibilities (behavioral or non-behavioral). Our study has also documented the fundamental role of intrinsic motivation in driving the effects of the project-level control systems on project-based individual performance.