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Control Theory and Social Behavior in the Workplace
dc.contributor.authorSandelands, Lloyd E.en_US
dc.contributor.authorGlynn, Maryen_US
dc.contributor.authorLarson, Jamesen_US
dc.date.accessioned2010-04-13T18:40:59Z
dc.date.available2010-04-13T18:40:59Z
dc.date.issued1991en_US
dc.identifier.citationSandelands, Lloyd; Glynn, Mary; Larson, James (1991). "Control Theory and Social Behavior in the Workplace." Human Relations 44(10): 1107-1130. <http://hdl.handle.net/2027.42/66614>en_US
dc.identifier.issn0018-7267en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/66614
dc.description.abstractRecent theoretical statements by Lord and Hanges (1987) and by Carver and Scheier (1981) suggest that supervision in the workplace can be analyzed as a control system made up of supervisors and subordinates. Two experiments are described which raise doubts about this claim. Subjects were engaged as supervisors and asked to provide performance feedback to a subordinate. It was found that subjects did not respond to subordinate work performance in the straightforward way predicted by control theory, but instead responded based on analyses of the context-dependent meanings of that performance. Implications of these results for applying the control system metaphor to social behavior in the workplace more generally are discussed.en_US
dc.format.extent3108 bytes
dc.format.extent2407438 bytes
dc.format.mimetypetext/plain
dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.subject.otherControl Theoryen_US
dc.subject.otherSocial Behavioren_US
dc.subject.otherFeedback Supervisionen_US
dc.titleControl Theory and Social Behavior in the Workplaceen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelSocial Worken_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumDepartment of Psychology, 580 Union Drive, University of Michigan, Ann Arbor, Michigan 48109-1346.en_US
dc.contributor.affiliationotherDepartment of Organization and Management, Yale University, New Haven, Connecticut 06520.en_US
dc.contributor.affiliationotherDepartment of Psychology, University of Illinois at Chicago, Chicago, Illinois 60680.en_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/66614/2/10.1177_001872679104401006.pdf
dc.identifier.doi10.1177/001872679104401006en_US
dc.identifier.sourceHuman Relationsen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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