"Self-concept change in behavior modification": Correction to Ryan, Krall, and Hodges.

Ryan, Victor L.; Krall, Charles A.; Hodges, William F.

doi:10.1037/h0078064

Journal of Consulting and Clinical Psychology

1979

DOI: 10.1037/h0078064

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"Self-concept change in behavior modification": Correction to Ryan, Krall, and Hodges.

Victor L. Ryan¹,

Charles A. Krall²,

William F. Hodges³

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1985

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Preconditions of three types of alienation in young managers and professionals

Lang

1985

J Organ Behavior

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The study tested predictions derived from Korman (1977) and from Sarason (1977) about factors leading to alienation among occupationally-successfu1 young adults. The sample consisted of 434 college graduates (median age = 29 years), 85 per cent of whom were employed full-time. Respondents completed self-report questionnaires including measures of family and college background; expectations at college graduation for positive outcomes in personal, interpersonal, and work areas; current fulfilment in each of these areas; and alienation (estrangement from self, other people, and occupation or profession). Results of subgroup analysis showed that respondents whose backgrounds included high socio-economic status and graduation from elite colleges were more likely than other subjects to experience alienation when encountering lack of fulfilment. However, moderator regressions failed to show similar moderator effects, indicating that family and college backgrounds may produce discontinuous and qualitatively different subgroup effects. One implication of this study is to suggest more care in selecting individuals for high-risk job assignments with low probability of success.

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Preconditions of three types of alienation in young managers and professionals

Lang

1985

J Organ Behavior

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"Self-concept change in behavior modification": Correction to Ryan, Krall, and Hodges.

Cited by 1 publication

References 0 publications

Preconditions of three types of alienation in young managers and professionals

Preconditions of three types of alienation in young managers and professionals

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