Publisher
University of Tennessee at Chattanooga
Place of Publication
Chattanooga (Tenn.)
Abstract
Mistakes at work can be quite costly for organizations. Mistakes can vary from minor to extreme, and mistakes cost organizations millions of dollars each year (Macciola, 2021). Perhaps what is just as crucial as mistakes is how people respond to mistakes and the factors influencing how people respond to mistakes, such as one’s perceptions of control, who identifies the mistake, and the type of mistake. Perceived control refers to an individual’s perception of the amount of power they have over their surroundings and the challenges they may encounter (Thompson, 1981). Perceived control promotes a sense of responsibility for outcomes (Skinner, 1996). This study aims to examine the relationship between perceived control and behavioral reactions to mistakes. Hypothesis 1: there is a positive relationship between perceived control and the likelihood of correcting a mistake. Hypothesis 2: There is a main effect of type of mistake on the likelihood of correcting a mistake. Hypothesis 3: There is a main effect of the source of mistake information on the likelihood of correcting a mistake. Hypothesis 4: There is an interaction between perceived control and type of mistake on the likelihood of correcting the mistake, such that when a high-impact mistake occurs, the relationship is stronger. Hypothesis 5: There is an interaction between perceived control, type of mistake, and source of mistake information, such that when a high-impact mistake occurs and the information comes from a supervisor, the relationship is the strongest. Participants will be sampled from the Middle Tennessee State University research pool. This study will use a 2x2 design and present participants with a situation in which a mistake is made. We will measure perceived control and manipulate both the type of mistake and the source of information. Participants will be presented with mistake information based on random assignment to conditions (mistake type, source of information about the mistake). Participants will then indicate how likely they are to try to correct the mistake. The data collected will be analyzed using multiple regression analysis. This study has the potential to provide valuable information to organizations desiring to encourage accountability, improve employee performance, and reduce costly mistakes. These findings can be used to design training programs and feedback mechanisms that motivate employees to take corrective action.
Date
11-9-2024
Subject
Industrial and organizational psychology
Document Type
posters
Language
English
Rights
http://rightsstatements.org/vocab/InC/1.0/
License
http://creativecommons.org/licenses/by/4.0/
Included in
Perceived control and mistake management: a study on behavioral responses
Mistakes at work can be quite costly for organizations. Mistakes can vary from minor to extreme, and mistakes cost organizations millions of dollars each year (Macciola, 2021). Perhaps what is just as crucial as mistakes is how people respond to mistakes and the factors influencing how people respond to mistakes, such as one’s perceptions of control, who identifies the mistake, and the type of mistake. Perceived control refers to an individual’s perception of the amount of power they have over their surroundings and the challenges they may encounter (Thompson, 1981). Perceived control promotes a sense of responsibility for outcomes (Skinner, 1996). This study aims to examine the relationship between perceived control and behavioral reactions to mistakes. Hypothesis 1: there is a positive relationship between perceived control and the likelihood of correcting a mistake. Hypothesis 2: There is a main effect of type of mistake on the likelihood of correcting a mistake. Hypothesis 3: There is a main effect of the source of mistake information on the likelihood of correcting a mistake. Hypothesis 4: There is an interaction between perceived control and type of mistake on the likelihood of correcting the mistake, such that when a high-impact mistake occurs, the relationship is stronger. Hypothesis 5: There is an interaction between perceived control, type of mistake, and source of mistake information, such that when a high-impact mistake occurs and the information comes from a supervisor, the relationship is the strongest. Participants will be sampled from the Middle Tennessee State University research pool. This study will use a 2x2 design and present participants with a situation in which a mistake is made. We will measure perceived control and manipulate both the type of mistake and the source of information. Participants will be presented with mistake information based on random assignment to conditions (mistake type, source of information about the mistake). Participants will then indicate how likely they are to try to correct the mistake. The data collected will be analyzed using multiple regression analysis. This study has the potential to provide valuable information to organizations desiring to encourage accountability, improve employee performance, and reduce costly mistakes. These findings can be used to design training programs and feedback mechanisms that motivate employees to take corrective action.
Department
University of Tennessee at Chattanooga. Dept. of Psychology