International Review of Industrial and Organizational Psychology 2011 - Hodgkinson/International Review of Industrial and Organizational Psychology 2011
International Review of Industrial and Organizational Psychology 2011 - Hodgkinson/International Review of Industrial and Organizational Psychology 2011
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2011 年工业与组织心理学国际评论 - Hodgkinson/2011 年工业与组织心理学国际评论
DOI:
10.1002/9781118311141.ch1
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发表时间:
2012
期刊:
影响因子:
--
通讯作者:
Daniels K
中科院分区:
文献类型:
--
作者:
Daniels K
Organizational psychologists and scholars representing other organizational disciplines have in recent years become increasingly interested in self-concept constructs. Scholars have applied the root constructs of self-efficacy, selfesteem, and identity to a wide range of topics. Research examining these constructs has also spawned other organizational research examining cognate constructs such as self-uncertainty (Thau, Aquino, & Wittek, 2007), selfconcept clarity (Bechtoldt, De Dreu, Nijstad et al., 2010), and self-complexity (Hannah, Woolfolk, & Lord, 2009). These add to the suite of constructs which researchers must come to understand if they seek to extend the literature concerning the influence of self-concept on how people interact with their work environments.Self-concept variables have significant motivational implications because they may predict effort and performance in ways that are unaccounted for by established motivation models (eg, expectancy theory, equity theory)(Leonard, Beauvais, & Scholl, 1999). The self-concept is also an “interpersonal being”(Baumeister, 1998) that arises from and influences one’s social interactions (Gecas, 1982). How one views oneself affects one’s interpretations, attitudes, and behavior toward others (Fiske & Taylor, 1991).