Personal control in organizations: A longitudinal investigation with newcomers

被引:76
作者
Ashforth, BE [1 ]
Saks, AM
机构
[1] Arizona State Univ, Tempe, AZ 85287 USA
[2] York Univ, Toronto, ON M3J 2R7, Canada
关键词
control; helplessness; newcomer adjustment; self-efficacy;
D O I
10.1177/0018726700533002
中图分类号
C93 [管理学];
学科分类号
12 ; 1201 ; 1202 ; 120202 ;
摘要
Personal control over one's work environment is an important theme in many branches of the social sciences. In the present study, longitudinal field data were used to assess a model of personal control in organizational settings. Business school graduates completed questionnaires prior to graduation and after 4 months (n = 297) and 10 months (n = 231) on the job. The results suggest two distinct responses to perceived personal control. The first implies a proactive orientation where control begets control: self-efficacy was positively associated with control, both variables were positively associated with problem-focused reactance, control and reactance were both negatively related to helplessness, and helplessness was negatively related to work adjustment. The second response to personal control implies a reactive orientation where unmet expectations prompt a sense of futility and withdrawal: control was negatively associated with unmet expectations, and unmet expectations were positively associated with helplessness and negatively associated with work adjustment.
引用
收藏
页码:311 / 339
页数:29
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