The present article presents an integrative theoretical framework to explain and to predict psychological changes achieved by different modes of treatment. This theory states that psychological procedures, whatever their form, alter the level and strength of self-efficacy. It is hypothesized that expectations of personal efficacy determine whether coping behavior will be initiated, how much effort will be expended, and how long it will be sustained in the face of obstacles and aversive experiences. Persistence in activities that are subjectively threatening but in fact relatively safe produces, through experiences of mastery, further enhancement of self-efficacy and corresponding reductions in defensive behavior. In the proposed model, expectations of personal efficacy are derived from four principal sources of information: performance accomplishments, vicarious experience, verbal persuasion, and physiological states. The more dependable the experiential sources, the greater are the changes in perceived selfefficacy. A number of factors are identified as influencing the cognitive processing of efficacy information arising from enactive, vicarious, exhortative, and emotive sources. The differential power of diverse therapeutic procedures is analyzed in terms of the postulated cognitive mechanism of operation. Findings are reported from microanalyses of enactive, vicarious, and emotive modes of treatment that support the hypothesized relationship between perceived self-efficacy and behavioral changes. Possible directions for further research are discussed.

Self-efficacy: toward a unifying theory of behavioral change.

https://dradamvolungis.files.wordpress.com/2011/06/self-efficacy-unifying-theory-of-behavioral-change-bandura-1977.pdf

Self-efficacy: Toward a unifying theory of behavioral change☆☆☆

Marketing academicians and practitioners have been observing for more than three decades that business performance is affected by market orientation, yet to date there has been no valid measure of ...

https://www.jstor.org/stable/pdfplus/1251757.pdf

The Effect of a Market Orientation on Business Profitability

Publisher Summary This chapter presents an integrated understanding of various impression formation processes. The chapter introduces a model of impression formation that integrates social cognition research on stereotyping with traditional research on person perception. According to this model, people form impressions of others through a variety of processes that lie on a continuum reflecting the extent to that the perceiver utilizes a target's particular attributes. The continuum implies that the distinctions among these processes are matters of degree, rather than discrete shifts. The chapter examines the evidence for the five main premises of the model, it is helpful to discuss some related models that raise issues for additional consideration. The chapter discusses the research that supports each of the five basic premises, competing models, and hypotheses for further research. The chapter concludes that one of the model's fundamental purposes is to integrate diverse perspectives on impression formation, as indicated by the opening quotation. It is also designed to generate predictions about basic impression formation processes and to help generate interventions that can reduce the impact of stereotypes on impression formation.

A Continuum of Impression Formation, from Category-Based to Individuating Processes: Influences of Information and Motivation on Attention and Interpretation

Contingency-based research has a long tradition in the study of management control systems (MCS). Researchers have attempted to explain the effectiveness of MCS by examining designs that best suit the nature of the environment, technology, size, structure, strategy and national culture. In recent years, contingency-based research has maintained its popularity with studies including these variables but redefining them in contemporary terms. This paper provides a critical review of findings from contingency-based studies over the past 20 years, deriving a series of propositions relating MCS to organizational context. The paper examines issues related to the purpose of MCS, the elements of MCS, the meaning and measurement of contextual variables, and issues concerning theory development. A final section considers the possibility that contingency-based ideas could encompass insights from a variety of theories to help understand MCS within its organizational context.

/pdf/management-control-systems-design-within-its-organizational-4a3pxeot3h.pdf

Management control systems design within its organizational context: findings from contingency-based research and directions for the future

The present study was guided by the general hypothesis that pay satisfaction is multidimensional. The Pay Satisfaction Questionnaire (PSQ) was developed to assess five dimensions of satisfaction with pay (level, benefits, raises, structure, and administration). Results on two heterogeneous samples of employees provided support for the multidimensional hypothesis, although a four-dimensional solution (level, benefits, raises, structure/administration) provided better representation of the variance in the items studied. These four scales showed high internal consistency reliabilities. Comparison of the pay scales of the Job Descriptive Index and Minnesota Satisfaction Questionnaire with the PSQ dimensions suggested that these well-known scales primarily measure satisfaction with pay level. Implications of the findings for pay satisfaction research, both substantive and measurement oriented, are discussed.

https://onlinelibrary.wiley.com/doi/pdf/10.1080/00207598508247727

Pay satisfaction: its multidimensional nature and measurement.

Comparisons of self- and superior ratings of managerial performance.

Evaluation of research on expectancy theory predictions of employee performance.

The present paper reviews the research that has examined the influence of organizational recruiting on applicants' attitudes and job choice behaviors. It was found that recruiting representatives, administrative practices, and procedures used to evaluate applicant qualifications are all potentially important influences on job seeker attitudes and behaviors. However, limitations of the existing research necessitate caution in the interpretation of findings. Of particular concern is the likely generalizability of results presented here to all job seekers. The review concludes with recommendations for the conduct of subsequent recruiting research.

Individual reactions to organizational recruiting: a review

Procedures for developing behaviorally anchored rating scales (BARS) were summarized. Hypothesized psychometric advantages of BARS relative to conventional (e.g., graphic rating scale) measures wer...

Herbert G. Heneman

Papers

Pay satisfaction: its multidimensional nature and measurement.

Comparisons of self- and superior ratings of managerial performance.

Evaluation of research on expectancy theory predictions of employee performance.

Individual reactions to organizational recruiting: a review

Behaviorally Anchored Rating Scales: A Review of the Literature.