Development and Application of a Model of Personal Control in Organizations

Abstract

A dynamic model of personal control is proposed in this paper. Personal control is defined as the individual's beliefs, at a given point in time, in his or her ability to effect a change, in a desired direction, on the environment. Individuals in organizations are viewed as desirous of increasing their personal control. It is argued that employees of organizations persist in their attempts to restore a balance in their control perceptions, even when desired outcomes may not be attainable. Managerial implications of the model are described.