An information processing model and approach to the study of motivation

Zedeck, Sheldon

doi:10.1016/0030-5073(77)90018-6

Cited by 159 publications

(117 citation statements)

References 21 publications

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“…These job-related dimensions have been studied in job choice literature, and found to influence the attractiveness of the positions (i.e. Turban & Keon, 1993;Rynes et al 1983;Fisher et al, 1979;Zedeck, 1977).…”

Section: Measures and Proceduresmentioning

confidence: 99%

“…Harris & Fink, 1987;Powell, 1984). Although there is no definitive typology (Schwab, Rynes, & Aldag, 1987), past studies on these attributes has found evidence that compensation levels, promotional opportunities, type of work, and development opportunities are influential in job choice decisions (Zedeck, 1977;Bretz & Judge, 1994;Jurgensen, 1978). This research was has recently been meta-analyzed by Chapman, et al, (2005) who found that such job attributes as pay, advancement opportunities, organizational environment, and the type of work were strong predictors of organizational attractiveness.…”

Section: Introductionmentioning

confidence: 96%

“…In response to this need, researchers have begun to investigate the characteristics of organizations that make them more attractive to potential employees. Research has found that factors such as pay level and type (Cable & Judge, 1994), HR systems (Bretz & Judge, 1994), promotional opportunities (Zedeck, 1977), recruiting processes (Becker, Connolly, & Slaughter, 2010), and location (Jurgensen, 1978) influence the attractiveness of the organization to potential applicants (Butler, Sanders, Whitecotton, 2000). While this research has contributed to our understanding of how information about the job and organization are related to organizational attractiveness, there remains a significant gap in our understanding.…”

Section: Introductionmentioning

confidence: 99%

“…The majority of research has not been designed to test the influence of information source. For example, a typical study such as Zedeck (1977) that presented information on salary, advancement opportunities, and flexibility to participants does not allow for the influence of information source to be ascertained. Research is therefore needed that creates a more realistic judgment context by making clear the source of the information about the organization.…”

Section: Introductionmentioning

confidence: 99%

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Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Mumford

2012

BMR

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This study uses a policy-capturing methodology to investigate how job seekers faced with conflicting recruiting information make organizational attractiveness judgments. It proposes that when considering recruiting information, the credibility of the information source, in terms of trustworthiness, expertise, integrity, and liking, will be positively related to the extent to which information from each source is used when judging the attractiveness of organizations. The results indicated that some sources are seen as more credible than others, and that this credibility is related to the use of information from that source. In addition, the dimensions of credibility most highly related to information use are different for interpersonal and institutional sources. The implications for employee recruiting research and practice are discussed.

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Section: Measures and Proceduresmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 96%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Mumford

2012

BMR

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“…In other research domains, factorial surveys are called scenario studies, conjoint measurement or policy capturing, but all of these methods entail similar approaches (Bouwman & Van de Wijngaert, 2002;Pieterson, 2009, p.215). The common goal of these methods is to assess the importance of various decision variables (Zedeck, 1977). In the vignette method, respondents read a scenario in which variables are manipulated, and they make decisions based upon this scenario 5 .…”

Section: Vignette Methodsmentioning

confidence: 99%

A consumer perspective on moving images: The design and adoption of public audiovisual heritage services in the Netherlands

Ongena¹

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Across‐persons versus within‐persons tests of expectancy‐value models: A methodological note

Nickerson

McClelland

1989

Behavioral Decision Making

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It has been asserted that (I) tests of expectancy-value models require withinpersons analyses and that (2) within-persons analyses yield better predictions of behavioral tendencies than do across-persons analyses. The first assertion is correct; the second is not. Justification for within-persons tests of expectancy-value models must be made on theoretical rather than empirical grounds. KEY WORDS Correlation Expectancy-value models Methodology Withinpersons analysis Idiographic vs. nomothetic analysisThe class of behavior models known as 'expectancy-value' or 'expectancy-valence' models has been used to study a wide variety of behavioral phenomena (Feather, 1982; Lawler, 1971, pp. 87-92; Mitchell and Biglan, 1971). These models vary in form, but all theorize that the strength or 'force'of an individual's tendency to act in a certain way is an additive function of the strength of his or her expectancies that the act or behavior will be followed by given outcomes multiplied by the desirabilities, values, or valences of those outcomes:where F, the strength or force of the individual's tendency to perform, attitude toward, or preference for, act i E,, =the strength of the individual's expectancy that act i will be followed by outcomej V, the valence or value of outcome j to the individual n = the number of outcomes.Expectancy-value theories assume that individuals choose from among alternative courses of action the one with the greatest force (Vroom, 1964, pp. 18-19). Any expectancy-value model is a model of the behavior of individuals. It theorizes that an individual is most likely to perform the behavior toward which he or she holds the most favorable combination of ), although many if not most continue to use across-persons analyses (). Perhaps because Mitchell's review focused on expectancy-value models of job satisfaction, occupational preference, and effort, withinpersons analyses tend now to be used more often in studies of organizational behaviors, whereas acrosspersons analyses continue to predominate in studies of social-psychological attitudes, health behaviors, and consumer preferences.Several recent studies have not only acknowledged that tests of the expectancy-value model require within-persons analyses, but have also hypothesized that within-persons tests yield better predictions of behavioral tendencies than do across-persons tests (Feldman-Summers and Ashworth, 198 1;Kennedy, Fossum, and White, 1983;Kopelman, 1977; Muchinsky, 1977; Murray and Frazier, 1986). These studies compared the results of within-persons and across-persons analyses performed on the same data sets and found, in support of the hypothesis, that the average (mean or median) within-persons correlation exceeded the average across-persons correlation. Mitchell (1982) concluded that 'the closer the methodological procedures are to the theoretical formulation, the better the prediction.' Journal of Behavioral Decision Making

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An information processing model and approach to the study of motivation

Cited by 159 publications

References 21 publications

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

Whom to Believe: Recruiting Information Source Credibility and Organizational Attractiveness

A consumer perspective on moving images: The design and adoption of public audiovisual heritage services in the Netherlands

Across‐persons versus within‐persons tests of expectancy‐value models: A methodological note

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