1. Self-efficacy influences the activities and goals that individuals choose for themselves
-Employees learn what they think they are able to learn
2. Self-Efficacy affects learning by influencing the effort that individuals exert on the job
-If you believe in yourself, you'll work harder to learn new things
-If you don't believe in yourself, you won't work as hard to learn new things, because you think working hard won't pay off
3. Self-Efficacy affects the
persistence with which a person tries to master new and sometimes difficult tasks
-If you believe in yourself, you will persevere through hard times; if you don't believe in yourself, you'll give up when things get hard
Understanding Psychology
2nd EditionMcGraw-Hill Education
903 solutions
Psychology: Principles in Practice
1st EditionSpencer A. Rathus
1,024 solutions
Understanding Psychology, Student Edition
1st EditionRichard A. Kasschau
820 solutions
Psychology
1st EditionHOUGHTON MIFFLIN HARCOURT
1,007 solutions
Recommended textbook solutions
Introductory Business Statistics
1st EditionAlexander Holmes, Barbara Illowsky, Susan Dean
2,174 solutions
Principles of Economics
7th EditionN. Gregory Mankiw
1,394 solutions
Principles of Economics
8th EditionN. Gregory Mankiw
1,335 solutions
Statistical Techniques in Business and Economics
15th EditionDouglas A. Lind, Samuel A. Wathen, William G. Marchal
1,236 solutions
When a situation arises that is new, complex, and not recognized, it calls for a non-programmed decision on the part of the employee.
The rational decision-making model offers a step-by-step approach to making decisions that maximize outcomes by examining all available alternatives.Assumes that the problem to solve is clear and definite, that all people are completely rational and that there is perfect information available.
Decision Making Problems:
Limited Information Leading to...
bounded rationality. Bounded rationality is the notion that decision makers simply do not have the ability or resources to process all available information and alternatives to make an optimal decision. this leads to two problems. 1) People have to filter and simplify information to make sense of their complex environment. This simplification leads them to miss information. 2) People cannot possibly consider every single alternative
when making a decision. So they satisfice. Satisficing results when decision makers select the first acceptable alternative considered.
FAULTY PERCEPTIONS. Perception is the process of selecting, organizing, storing, and retrieving information about the environment. Although perceptions can be very useful, because they help us to make sense of the environment around us, they can often become distorted versions of reality. Perceptions can be dangerous in decision making, because we tend to make assumptions or evaluations on the basis of them.
FAULTY ATTRIBUTIONS. Another category of decision-making problems centers on how we explain the actions and events that occur around us. Research on attributions suggests that when people witness a behavior or outcome, they make a judgment about whether it was internally or externally caused.
ESCALATION OF COMMITMENT. refers to the decision to continue to follow a failing course of action.