Knowledge that Transforms

Expectancy theory has been criticized for its omission of normative, habitual, and other motivational elements. This paper describes the sources and features of an integrative motivational model from the field of preventive health care that combines expectancy/valence factors with habitual, normative, and conative motivational elements. The model is viewed as having implications for work motivation as well.

The subject of business policy in the 1980s is a challenge for discussion. There are differences on what the subject is. Is it a course? Or a field of research? What is its literature? What is its future? Some want to make it a science. What does that mean? This paper addresses these questions, moving forward in phases. The perspective is that of a faculty member of the Harvard Business School, at which there has been a course called Business Policy since 1908.

This paper analyzes the situation of employees who intend to quit, but do not, to see if intention to quit can be useful in explaining job behaviors other than quitting. Absenteeism and being fired are suggested as unintended consequences of intention to quit. This relationship between these unintended consequences and job performance is alo examined. The analysis is guided by the theoretical premises of Mobley's models of the employee turnover process (Mobley, 1977; Mobley, Horner & Hollingsworth, 1978) and the author's model of job search as a two-cycle process. (Author)

A model of work attitudes, distinguishing between normative and instrumental processes as behavioral determinants, serves as the framework within which commitment is conceptualized. Commitment is defined as the totality of internalized normative pressures to act in a way that meets organizational interests. Organizational identification and generalized values of loyalty and duty are viewed as its immediate determinants. Thus commitment can be influenced by both personal predispositions and organizational interventions. The role of recruitment, selection, and socialization in affecting members' commitment is discussed.

The article reviews the book ?The Versatile Manager: A Grid Profile,? by Robert R. Blake and Jane S. Mouton.

Achilles A. Armenakis, Arthur G. Bedeian, On the Measurement and Control of Beta Change: Reply to Terborg, Maxwell, and Howard, The Academy of Management Review, Vol. 7, No. 2 (Apr., 1982), pp. 296-299

Melvin Blumberg, Charles D. Pringle, The Missing Opportunity in Organizational Research: Some Implications for a Theory of Work Performance, The Academy of Management Review, Vol. 7, No. 4 (Oct., 1982), pp. 560-569

James R. Lang, John E. Dittrich, Information, Skill Building, and the Development of Competence: An Educational Framework for Teaching Business Policy, The Academy of Management Review, Vol. 7, No. 2 (Apr., 1982), pp. 269-279

The article reviews the book “Organization, Class and Control,” by Stewart Clegg and David Dunkerley.

A model of compliance behavior and a research paradigm for testing the model's validity in organizational settings are presented. The model seeks to determine whether compliance decisions are based on normative or calculative criteria and whether such rationales are individual or organizational in origin. Studies that have tested the model are reviewed. They provide support for the general approach and also insight into specific legislation decision rationales.