TOWARD A 'TWO-DECISION THEORY' OF ORGANIZATIONAL CONFLICT AND COMMITMENT,
Abstract
This two-decision theory might explain, in part at least, why the attempts to predict organizational productivity and commitment from data on individuals (by means of 'psychological testing' or otherwise) at time of hire or organizational entry are often unsuccessful. If an individual has not yet made a decision to stay in the organization and if this decision will be most influenced by what happens to him during his next few years of going through an adjustment period, it would seem to me to be more feasible to attempt to predict the course of later performance from measures taken during this adjustment period, rather than at the time of initial hire. Finally, we might speculate on the degree to which an individual's making the 'second decision' -- the decision to stay -- is affected by his ability to have an impact upon his organizational environment, to change it in accord with his own goals and values, or at least to carve out a place in which he can express his individuality within the organization. Certainly this is an important factor among scientists, among whom autonomy in professional matters is so highly valued. But in the future this may also become increasingly important among other categories of organizational participants in a democratic pluralistic society.
Document Details
- Document Type
- Technical Report
- Publication Date
- Apr 01, 1967
- Accession Number
- AD0651945
Entities
People
- Howard M. Vollmer
Organizations
- SRI International