Personal Control in Organizations: A Longitudinal Investigation with Newcomers
追踪商学院毕业生入职4个月和10个月，发现个人控制感会引发两种反应：主动应对（控制感增强自我效能，减少无助感，促进工作适应）或被动退缩（未达预期导致无助感和适应不良）。
Personal control over one's work environment is an important theme in many branches of the social sciences. In the present study, longitudinal field data were used to assess a model of personal control in organizational settings. Business school graduates completed questionnaires prior to graduation and after 4 months (n = 297) and 10 months (n = 231) on the job. The results suggest two distinct responses to perceived personal control. The first implies a proactive orientation where control begets control: self-efficacy was positively associated with control, both variables were positively associated with problem-focused reactance, control and reactance were both negatively related to helplessness, and helplessness was negatively related to work adjustment. The second response to personal control implies a reactive orientation where unmet expectations prompt a sense of futility and withdrawal: control was negatively associated with unmet expectations, and unmet expectations were positively associated with helplessness and negatively associated with work adjustment.