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Download The Application of the Controllability Principle and by Franz Michael Fischer PDF

By Franz Michael Fischer

In fresh works at the layout of administration keep an eye on structures, curiosity within the controllability precept has noticeable a revival. Franz Michael Fischer investigates the consequences of the principle’s software on managers’ responses. the writer extra explores the influence of a number of very important contextual components at the easy relationships and, hence, develops moderated mediation versions. the implications are in line with interview facts collected from 12 managers and survey information from 432 managers which make sure lots of the hypotheses. the knowledge research finds that the applying of the controllability precept has an important impression on position pressure and position orientation which, in flip, are concerning managerial functionality and affective constructs.

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The Application of the Controllability Principle and Managers’ Responses: A Role Theory Perspective

In contemporary works at the layout of administration keep an eye on platforms, curiosity within the controllability precept has visible a revival. Franz Michael Fischer investigates the results of the principle’s program on managers’ responses. the writer additional explores the effect of a number of vital contextual elements at the uncomplicated relationships and, hence, develops moderated mediation types.

Additional resources for The Application of the Controllability Principle and Managers’ Responses: A Role Theory Perspective

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The possibility of subjective adjustments for uncontrollable factors seems to encourage managers to make excuses for poor performance. , 1971) to explain this psychological phenomenon. This theory describes attributions as the result of fundamental cognitive processes by which people ascertain cause and effect so that they can solve problems and become more efficacious in their interactions with their environment (Heider, 1958, pp. 15-17; Kelley, 1973, pp. 107108). Specifically, individuals tend to attribute their success to their own efforts, abilities, skills, knowledge, or competence, whereas they attribute their failures to factors which are at least partially out of their control, such as bad luck or task difficulty (Merchant, 1998, p.

86) Very few items are entirely controllable by managers, but very few items cannot be influenced by managers. It is important to remember that the distinction is not controllability but the ability to influence. Manzoni (2002, p. 33) One’s evaluation should take into account all the elements on which one has influence. Merchant and Otley (2006, p. 794) The controllability principle should probably be called the “influenceability principle”. If managers can materially influence the effects of a factor on performance, they should be held accountable for the effects of that factor, whether or not the factor itself is controllable.

The preceding paragraphs demonstrate that subjectivity is a central aspect in research on the controllability principle because managers’ intrapersonal perception is the decisive criterion. And it is worth noting that the concept of subjectivity becomes even more relevant due to its importance in interpersonal performance appraisals between managers and their superiors. When superiors evaluate subordinate managers’ performance, they typically rely on a certain degree of subjectivity (Ittner, Larcker, & Meyer, 2003, p.

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