129 research outputs found
Donald J. Jamison Sr. v. Utah Home Fire Insurance Company : Brief of Respondent
Appeal from the Judgment of the Third Judicial District Court, Salt Lake County- Honorable Stewart M. Hanson, Jr
Making things happen : a model of proactive motivation
Being proactive is about making things happen, anticipating and preventing problems, and seizing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striving). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one’s work environment, improving the organization’s internal functioning, or enhancing the organization’s strategic fit with its environment) and whether the self or situation is being changed. The authors then identify “can do,” “reason to,” and “energized to” motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences (e.g., personality, values, knowledge and ability) as well as contextual variations in leadership, work design, and interpersonal climate, that influence the proactive motivational states and thereby boost or inhibit proactive goal processes. Finally, the authors summarize priorities for future researc
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An introduction to video methods in organizational research
Video has become a methodological tool of choice for many researchers in social science, but video methods are relatively new to the field of organization studies. This article is an introduction to video methods. First, we situate video methods relative to other kinds of research, suggesting that video recordings and analyses can be used to replace or supplement other approaches, not only observational studies but also retrospective methods such as interviews and surveys. Second, we describe and discuss various features of video data in relation to ontological assumptions that researchers may bring to their research design. Video involves both opportunities and pitfalls for researchers, who ought to use video methods in ways that are consistent with their assumptions about the world and human activity. Third, we take a critical look at video methods by reporting progress that has been made while acknowledging gaps and work that remains to be done. Our critical considerations point repeatedly at articles in this special issue, which represent recent and important advances in video method
Developing cognitive task analysis and the importance of sociocognitive competence/insight for professional practice
Accelerating the cognitive expertise of professionals is a critical challenge for many organizations. This paper reports a
collaborative, longitudinal, academic practitioner project which aimed to elicit, document, and accelerate the cognitive expertise of engineering professionals working with the manufacture and management of petroleum additives. Twenty-five engineering experts were trained by three academic psychologists to use applied cognitive task analysis (ACTA) interview techniques to document the cognition of their expert peers. Results had high face validity for practitioners who elicited hot/ sensory-based cognition, a number of perceptual skills and mental models, highlighting undocumented context specific expertise. We conclude from a peer review of findings, combined with experienced CTA analysts that ACTA technique
Exploring Fantasies of TAT Reliability
It has been argued that low TAT stability estimates are an artifact of retest instructions to be original and creative. This view was supported in a recent study by Winter and Stewart (1977) who found that test-retest reliability was higher when subjects were told on the second occasion to write the same stories than when they were told to write different stories. This study attempted to replicate Winter and Stewart\u27s results and also to determine whether the similarity of stories did vary as hypothesized. The replication was only partially successful. More importantly, it was concluded that while instructions to write similar stories did improve reliability, the increase reflected only subjects’ memory capabilities and not greater stability in motive expression. While true TAT stability may still be commonly underestimated, altering retest instructions to improve reliability does not appear to be the solution. © 1984, Taylor & Francis Group, LLC. All rights reserved
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