Locus of Control and Well-Being at Work: How Generalizable are Western Findings?

Spector, Paul E.; Cooper, Cary L.; Sánchez, Juan I.; O’Driscoll, Michael P.; Sparks, Kate; Bernin, Peggy; Büssing, André; Dewe, Philip; Hart, Peter M.; Lu, Luo; Miller, Karen; Moraes, Lucio Renault de; Ostrognay, Gabrielle M.; Pagon, Milan; Pitariu, Horia D.; Poelmans, Steven; Radhakrishnan, Phanikiran; Russinova, Vesselina; Salamatov, V.; Salgado, Jesús; Shima, Satoru; Siu, Oi Ling; Stora, Jean Benjamin; Teichmann, Mare; Theorell, Töres; Vlerick, Peter; Westman, Mina; Widerszal‐Bazyl, Maria; Wong, Paul T. P.; Yu, Shanfa

doi:10.5465/3069359

Cited by 106 publications

(52 citation statements)

References 39 publications

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“…Individuals with an internal LOC also tend to perform better, a relationship supported by a review of the LOC literature (Spector, 1982) and by two metaanalyses (Judge and Bono, 2001;Ng et al, 2006). This relationship has also held across jobs and countries (Spector et al, 2002;Wang et al, 2010). Research also suggests that internals have better job attitudes (Lam and Schaubroeck, 2000), and make better decisions than externals (Boone et al, 2005).…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 87%

A longitudinal study of the individual characteristics of effective R&D project team leaders

Keller

2017

R & D Management

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One hundred and eighteen project team leaders from five industrial research and development (R&D) organizations were studied to determine the individual characteristics that longitudinally predict leader effectiveness. Hypotheses generated from an interactionist framework and the theory of purposeful work behavior (Barrick et al., ) found an innovative orientation and job involvement to each predict 1‐year later and 5‐years later job performance ratings by immediate supervisors. Low need for clarity predicted 1‐year later performance ratings. Self‐esteem and job involvement each predicted 5‐years later profitability of the project, and job involvement predicted project speed to market. As hypothesized, type of R&D work was found to be a moderator whereby an innovative orientation predicted 1‐year and 5‐years later job performance primarily for research projects, and a low need for clarity predicted 1‐year later performance mainly for research projects. Implications for models of interactionism and leader effectiveness in R&D are discussed.

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Section: Theoretical Framework and Hypothesesmentioning

confidence: 87%

A longitudinal study of the individual characteristics of effective R&D project team leaders

Keller

2017

R & D Management

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“…Consistent with previous findings (e.g., Spector et al, 2004), Americans have higher job satisfaction than their Chinese counterparts. Previous cross-cultural studies using different job satisfaction scales have also found that Chinese employees had lower level of job satisfaction than their American counterparts (e.g., Spector et al, 2002).…”

Section: Psychological Strains In China and The United Statesmentioning

confidence: 89%

Cross‐national job stress: a quantitative and qualitative study

2007

Self Cite

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SummaryUsing both quantitative and qualitative methods, this study contrasted employees' job stress perceptions and their relationships to strains in China and the United States. Significant job stressor-strain correlations were found in both countries. However, hierarchical regression analyses revealed significant interactions of country by job stressors in predicting job strains, indicating the unique patterns of stressor-strain relationships in China and the United States. In the qualitative analyses, American employees reported significantly more incidents of lack of job control, direct interpersonal conflict, lack of team coordination, anger, frustration, feeling overwhelmed, and stomach problems than the Chinese. Chinese employees reported significantly more incidents of job evaluations, work mistakes, indirect conflict, employment conditions, lack of training, anxiety, helplessness, sleep problems, and feeling hot than the Americans. The qualitative approach contributed above and beyond the quantitative results in that it revealed culture-specific job stressors of job evaluations, work mistakes, and indirect conflict that had been overlooked in western-based stress research.

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“…Internal locus of control is a second trait that is expected to influence behavior in teams, as it presents the can-do attitude and represents a style of individual contribution to the team through encouragement of goal pursuit and willingness to make personal effort to move the team forward (Spector, Cooper, Sanchez, & O'Driscoll, 2002). Research has shown the importance of not only perceptions of control in a work environment, but also of a person's more general beliefs about control.…”

Section: Pre-team Historymentioning

confidence: 99%

Elements Influencing Peer Evaluation: An Examination of Individual Characteristics, Academic Performance, and Collaborative Processes

Watson¹,

BarNir²,

Pavur³

2010

J Applied Social Pyschol

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Collaborative learning has existed for some time, and instructional methods have been developed, such as cooperative learning, team learning, and problem‐based learning. The purpose of this study is to observe students in learning teams and how their observations of their team and team members are reflected in peer evaluations. We examine pre‐ and post‐team history elements, such as basic demographics, personality factors, exam scores, and observations of team process and team goal attainment. Pre‐ and post‐team history factors correlate with peer evaluations and are discussed. In our analyses, we take into account intraclass correlations and individual and group effects. Suggestions are given for future research.

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Locus of Control and Well-Being at Work: How Generalizable are Western Findings?

Cited by 106 publications

References 39 publications

A longitudinal study of the individual characteristics of effective R&D project team leaders

A longitudinal study of the individual characteristics of effective R&D project team leaders

Cross‐national job stress: a quantitative and qualitative study

Elements Influencing Peer Evaluation: An Examination of Individual Characteristics, Academic Performance, and Collaborative Processes

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