Accountability and Extra-Role Behavior

Hall, Angela T.; Ferris, Gerald R.

doi:10.1007/s10672-010-9148-9

Cited by 107 publications

(127 citation statements)

References 38 publications

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“…Further research has expanded this definition to include the consideration of individuals being held to account by systems, managers, peers or oneself (Messner, 2009;Hall & Ferris, 2011;Mero et al, 2012;Turusbekova, Broekhuis, Emans & Molleman, 2007;Patterson, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Whilst accountability is considered as a significant foundational element in organisations (Hall & Ferris, 2011) most of the research has explored the hierarchical approach to accountability (Roch & McNall, 2007;Messner, 2009;Hall & Ferris, 2011;Mero et al, 2012;Turusbekova et al, 2007) and little research has been done on the perceived relative effectivity of the factors driving accountability. The majority of research that has been conducted occurred in laboratory settings and not in actual workplace situations (Hall & Ferris, 2011;Hall et al, 2015). Accountability theory stems from the notion of the contractual relationship between the principal and the agent and the alignment of the assumptions of both parties (Eisenhardt, 1989).…”

Section: Literature Reviewmentioning

confidence: 99%

“…There are three major forms of informal accountability: Accountability to Self Self-accountability is often referred to as inward or personal accountability (Sinclair, 1995) and allows for an individual to position themselves as both an audience and agent within the accountability system (Frink & Ferris, 1998). Hall & Ferris (2011) argue that scholars have historically taken the construct of individual level accountability for granted. Roberts (1991, p. 357) finds " accountability introduces a clarifying focus into the lived reality of everyday life -an external view which simultaneously reflects, addresses and confirms self".…”

Section: Informal Accountabilitymentioning

confidence: 99%

“…However, if explicit monitoring is removed, accountability to peers and oneself may also hold employees to account (Mero et al, 2012;Hall & Ferris, 2011). Research is needed to identify which of these factors has a greater influence on accountability (Hall & Ferris, 2011;Hall et al, 2015).…”

Section: Introductionmentioning

confidence: 99%

“…Furthermore, it is understood that accountability is encouraged through the use of specific mechanisms (Hall & Ferris, 2011;Frink & Klimoski, 2004). This study also aims to understand how the mechanisms support the main antecedents.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The complexity of the antecedents influencing accountability in organisations

Pearson

Sutherland

2017

EBR

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Purpose Business, society and academic literature all show an increase in the demand for greater accountability. Although accountability is deemed to be central to performance in the workplace, it is an ever-expanding, complex and elusive phenomenon. There is very little empirical research in human resource literature on accountability's wide-ranging antecedents and how they are best implemented. This study set out to identify which factors have the greatest influence when holding an individual to account.Design/methodology/approach Qualitative, exploratory research methods were adopted.Twenty semi-structured, in-depth interviews were conducted with CEO's, executives, human resource experts, senior managers and consultants in eight industries in South Africa. The data was analysed by thematic content analysis. FindingsThe findings identified five dominant antecedents that are required to effectively hold an individual to account for their performance. These are the culture and leadership of the organisation, the systems in the organisation, the values and recruitment means of the individual and the clarity of role. For each of these factors, the key management mechanisms were identified.Originality/Value A 'System of Accountability' model was developed depicting the interdependence of the factors and conceptualising a process that can be followed for human resource professionals to develop a culture of accountability. No equivalent integrated model could be found in the literature

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Section: Literature Reviewmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Informal Accountabilitymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The complexity of the antecedents influencing accountability in organisations

Pearson

Sutherland

2017

EBR

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Answerable for what? The role of accountability focus in line manager HR implementation

Hewett,

Sikora,

Brees

et al. 2023

Human Resource Management

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Line managers are often responsible for implementing HR practices in organizations. Why do some line managers implement HR practices as intended while others do not? We draw on the concept of accountability focus to highlight that managers' HR implementation behavior is driven by what they feel accountable for, and we examine how accountability focus is shaped by characteristics of managers' role. We test our theoretical model across two field studies: a three‐wave survey with managers and a study with dyads of managers and employees. When managers experienced more autonomy in their HR role, they felt more accountable for outcomes and were less likely to implement HR practices, but this was mitigated when managers also felt competent in their HR responsibilities. More competent managers felt more accountable for processes and in turn were more likely to implement HR practices, which positively related to employees' discretionary effort. Our findings highlight boundaries to managerial autonomy, and theoretical insights about the motivational mechanisms, which drive HR implementation, with implications for employees. We contribute to theory on managerial accountability by elaborating the nomological net of accountability focus and, by developing a measurement scale through several pilot studies, provide opportunities for further research.

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An accountability account: A review and synthesis of the theoretical and empirical research on felt accountability

2015

Self Cite

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Accountability is a fundamental element of all societies and the organizations that operate within them. This paper focuses on the individual-level accountability concept of felt accountability (also referred to in the literature as simply accountability), which can be described as the perceptions of one's personal accountability. We describe key theories that have formed the theoretical groundwork for the body of felt accountability literature, and discuss the empirical research published since the last major review of the accountability literature in the late 1990s. Empirical research has revealed that accountability has both constructive and deleterious consequences. Moreover, research examining accountability and key outcomes has produced mixed results, suggesting that consideration of moderators and nonlinear relationships are important when examining accountability. Although accountability is an important construct, there are many issues that have yet to be investigated by scholars. We identify limitations and gaps in the current body of the empirical research and conclude the paper with suggestions for scholars striving to make contributions to this line of research.

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Accountability and Extra-Role Behavior

Cited by 107 publications

References 38 publications

The complexity of the antecedents influencing accountability in organisations

The complexity of the antecedents influencing accountability in organisations

Answerable for what? The role of accountability focus in line manager HR implementation

An accountability account: A review and synthesis of the theoretical and empirical research on felt accountability

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