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journal article Causal Attributions and Expectancy Estimates: A Framework for Understanding the Dynamics of Salesforce Motivation
Journal of Marketing Vol. 50, No. 1 (Jan., 1986) , pp. 75-86 (12 pages) Published By: Sage Publications, Inc. https://doi.org/10.2307/1251280 https://www.jstor.org/stable/1251280 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $41.50 - Download now and later Abstract The authors present a conceptual framework for integrating attribution theory within an expectancy model of salesforce motivation. Emphasis is placed on the development of hypotheses surrounding the effect of causal attributions on expectancy beliefs as well as on factors influencing this proposed relationship, namely, past performance information and individual differences. Journal Information The Journal of Marketing (JM) develops and disseminates knowledge about real-world marketing questions relevant to scholars, educators, managers, consumers, policy makers and other societal stakeholders. It is the premier outlet for substantive research in marketing. Since its founding in 1936, JM has played a significant role in shaping the content and boundaries of the marketing discipline? Publisher Information Sara Miller McCune founded SAGE Publishing in 1965 to support the dissemination of usable knowledge and educate a global community. SAGE is a leading international provider of innovative, high-quality content publishing more than 900 journals and over 800 new books each year, spanning a wide range of subject areas. A growing selection of library products includes archives, data, case studies and video. SAGE remains majority owned by our founder and after her lifetime will become owned by a charitable trust that secures the company’s continued independence. Principal offices are located in Los Angeles, London, New Delhi, Singapore, Washington DC and Melbourne. www.sagepublishing.com Rights & Usage This item is part of a JSTOR
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journal article The Postulates of Expectancy TheoryThe Academy of Management Journal Vol. 16, No. 3 (Sep., 1973) , pp. 373-388 (16 pages) Published By: Academy of Management https://doi.org/10.2307/254999 https://www.jstor.org/stable/254999 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract This article reviews the basic expectancy formulation of work effort theory and touches briefly on some elaborations of it. It is pointed out that both the basic and elaborated versions rest on certain assumptions, which are stated explicitly. Empirical evidence from general decision theory literature is presented which indicates that these assumptions are not defensible. The implications for work effort theory are examined. Journal Information The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Which theory of leadership suggest that it is important to recognize the existence of in groups and out groups within an organization?Descriptively, LMX theory suggests that it is important to recognize the existence of in-groups and out-groups within a group or an organization.
How does expectancy theory relate to pathGoal-path theory is based on the premise that a leader's behavior impacts the satisfaction, motivation and performance of employees. This theory is based on expectancy theory, the assertion that an individual will act in a certain way based on the expectation of a desirable outcome.
What is the leader's main purpose in pathIt is the leader's job to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization's goals.
Which leadership theory states that leaders should adjust their styles to match their followers readiness?The term “situational leadership” is most commonly derived from and connected with Paul Hersey and Ken Blanchard's Situational Leadership Theory. This approach to leadership suggests the need to match two key elements appropriately: the leader's leadership style and the followers' maturity or preparedness levels.
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What is the underlying assumption of expectancy theory how does this pose a challenge for the leader
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