When students do not perform well on a test, they typically explain the results in one of two ways. The first is stating that they did not study hard enough, an explanation that indicates an internal locus of control. Individuals with internal locus of control explain events based on causes they can control. If they study harder for the next test, they can expect to do better.
The second way is to view the test as unfairâ€”that the teacher did not allow enough time or the test information was not covered in class. This explanation indicates an external locus of control. Individuals with external locus of control are more apt to view events in terms of factors they cannot control. If the test is not fair, the student cannot change anything to get a better score. They can only hope the next test will be fair.
You may already have a sense of whether you respond more often from an internal or external locus of control. For this Discussion, you will determine, or confirm, your own locus of control. Then you will apply your insights in analyzing a common workplace situation with two quite different employees.
Post: a response in which you do the following:
Explain the attribution each employee makes regarding job performance and what you can infer about the employee locus of control.
Describe how this scenario would look in a different cultural setting. Use the particular culture that you researched as your example, and explain how the attributions involved might be similar or different.
My stance is that locus of control plays a fundamental role for employees to sustain the efficacy and benefits of learning performance. Essentially, knowledge gained by an individual through an approach of organizational learning is a vital element in enhancing employee performance. Employees possessing an internal locus of control believe that they have a major role that impacts activities that affect their daily lives. Such individuals believe that they have the will to direct their lives to what they desire. However, attribution is a causal explanation for an event or behavior.
Notably, some employees at the workplace tend to arrive at faster decisions about others based on their personal judgment. According to Lefcourt (2013), individuals’ attributes, such as accents affect the audience’s evaluation of other people’s competence levels. At the workplace, individuals may make assumptions just by looking at their colleagues because of social attribution, which is a process that people seek to explain and identify the causes that underlie the behavior of others. It is true that cross-cultural trends of social attribution exist (Weary, Stanley, & Harvey, 2012). In essence, across different countries, individuals are evaluated and objects that are likely with a greater positivity. People usually consider their adversaries with greater negativity, even if the facts suggest that they are bad.
Employees prefer to discuss success stories; meaning that that individual with good behaviors in at the workplace become successful. In some cultures, for instance, western culture, individuals perceive that poor people who work hard to get rich are better off because of their effort. Thus, a locus of control and attribution determines the forces that people hold responsible for success and failure and have a significant impact on employees’ motivation and self-esteem.
Lefcourt, H. M. (2013). Research with the Locus of Control Construct. Elsevier Science.
Weary, G., Stanley, M. A., & Harvey, J. H. (2012). Attribution. New York, NY: Springer New York.
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