Search results
Results From The WOW.Com Content Network
John C. Norcross is among the psychologists who have simplified the balance sheet to four cells: the pros and cons of changing, for self and for others. [19] Similarly, a number of psychologists have simplified the balance sheet to a four-cell format consisting of the pros and cons of the current behaviour and of a changed behaviour. [20]
In his work on attribution theory, Fritz Heider noted that in ambiguous situations, people make attributions based on their own wants and needs, which are therefore often skewed. [1] He also explained that this tendency was rooted in a need to maintain a positive self-concept , later termed the self-serving bias .
Fritz Heider discovered Attribution theory during a time when psychologists were furthering research on personality, social psychology, and human motivation. [5] Heider worked alone in his research, but stated that he wished for Attribution theory not to be attributed to him because many different ideas and people were involved in the process. [5]
Harold Kelley's covariation model (1967, 1971, 1972, 1973) [1] is an attribution theory in which people make causal inferences to explain why other people and ourselves behave in a certain way. It is concerned with both social perception and self-perception (Kelley, 1973).
Attribution theory describes individual's motivation to formulate explanatory attributions ("reasons") for events they experience, and how these beliefs affect their emotions and motivations. [89] Attributions are predicted to alter behavior, for instance attributing failure on a test to a lack of study might generate emotions of shame and ...
Evidence for the dual process: a number of studies have supported the dual pathways to employee well being proposed by the JD-R model. It has been shown that the model can predict important organizational outcomes (e.g. [9] [10] [3] Taken together, research findings support the JD-R model's claim that job demands and job resources initiate two different psychological processes, which ...
When individuals work collectively, the demands of an outside source of social influence (e.g., an experimenter or one's boss) are diffused across multiple targets (i.e., diffusion of responsibility across all of the group members), leading to decreased levels of effort.
Theory X can benefit a work place that utilizes an assembly line or manual labor. Using this theory in these types of work conditions allows employees to specialize in particular work areas which in turn allows the company to mass-produce a higher quantity and quality of work.