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The Effects of the Planning Fallacy and Organizational Error Management Culture on Occupational Self-Efficacy

Kuczmanski, Jacob John
http://rave.ohiolink.edu/etdc/view?acc_num=xavier1458508013

Abstract Details

2016, Master of Arts (M.A.), Xavier University, Psychology.
The current study examined the effects of planning errors and organizational error management culture on occupational self-efficacy. A total of 223 participants were randomly assigned to one of four vignettes where they were asked to imagine themselves completing a project at a fictitious company. The vignettes were constructed using a 2 (planning error: present, not present) x 2 (error management culture: high, low) between subjects factorial design. In the planning error condition, the participant was described as making a planning error when completing the project, whereas in the no planning error condition, no error was made, and the project was completed on time. In the high error management culture condition, the company was described as being open to errors and emphasized communication and learning from errors, whereas in the low error management culture condition, the company was described as not being open to errors and penalized the participant if an error was made. After reading the scenario, the participants rated their level of occupational self-efficacy. Results showed a significant main effect of planning errors on occupational self-efficacy, such that occupational self- efficacy was lower in the planning errors condition than in the no planning errors condition. Future research should continue to explore additional consequences of planning errors and other errors in the workplace. Moreover, future research should further examine ways that organizations can reduce errors in their employees and ways to reduce the negative effects of the errors when they do occur.
Dalia Diab, Ph.D. (Committee Chair)
Morell Mullins, Jr., Ph.D. (Committee Member)
Mark Nagy, Ph.D. (Committee Member)
Organizational Behavior; Psychology
planning errors; organizational error management culture; occupational self-efficacy; workplace errors; error; planning fallacy; self-efficacy; planning; fail; failures; workplace failure; optimistic bias

Recommended Citations

Citations

  • Kuczmanski, J. J. (2016). The Effects of the Planning Fallacy and Organizational Error Management Culture on Occupational Self-Efficacy [Master's thesis, Xavier University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1458508013

    APA Style (7th edition)

  • Kuczmanski, Jacob. The Effects of the Planning Fallacy and Organizational Error Management Culture on Occupational Self-Efficacy. 2016. Xavier University, Master's thesis. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=xavier1458508013.

    MLA Style (8th edition)

  • Kuczmanski, Jacob. "The Effects of the Planning Fallacy and Organizational Error Management Culture on Occupational Self-Efficacy." Master's thesis, Xavier University, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1458508013

    Chicago Manual of Style (17th edition)

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© 2016, all rights reserved.
This open access ETD is published by Xavier University Psychology and OhioLINK.