Skip to main content
SpringerLink
Log in

Doing the right thing in the workplace: Responsibility in the face of accountability

  • Articles
  • Published:
Employee Responsibilities and Rights Journal Aims and scope Submit manuscript

Abstract

Changing trends and the nature of the work force dictate increased personal responsibility by employees and expanded use of self-management practices. Nevertheless, organizations also feel the need to maintain external control. We propose a progressive view of accountability theory which can resolve the dilemma of how internal and external control can effectively coexist. Success of accountability forces is determined primarily by the relationship between the principal (party to whom one is accountable) and the agent (employee). The agent’s felt responsibility is enhanced to the extent that accountability leads to the structuring of expectations, the agent’s perceptions of the task or activity as significant, and the agent’s perception of control over the situation. Propositions that may be used to guide future research are offered throughout the article.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Argyris, C. (1973). Personality and organization theory revisited.Administrative Science Quarterly, 18, 141–167.

    Article  Google Scholar 

  • Ashforth, B. E. (1989). The experience of powerlessness in organizations.Organizational Behavior and Human Decision Processes, 43, 207–242.

    Article  Google Scholar 

  • Bacharach, S. B., & Aiken, M. (1976). Structural and process constraints on influence in organizations: A level-specific analysis.Administrative Science Quarterly, 21, 623–642.

    Article  Google Scholar 

  • Bandura, A. (1977).Social Learning Theory. Englewood Cliffs, NJ: Prentice Hall.

    Google Scholar 

  • Bandura, A., Adams, N. E., & Beyer, J. (1977). Cognitive process mediating behavioral change.Journal of Personality and Social Psychology, 35, 125–139.

    Article  Google Scholar 

  • Bennet, J. (1994, January 4). At G. M. parts plants, painful change.The New York Times, pp. C1, C5.

  • Brehm, J. W. (1966).A Theory of Psychological Reactance. New York: Academic Press.

    Google Scholar 

  • Brief, A. P., & Aldag, R. J. (1981). The “self” in work organizations: A conceptual review.Academy of Management Review, 6, 75–88.

    Article  Google Scholar 

  • Cammann, C., & Nadler, D. A. (1976). Fit control systems to your management style.Harvard Business Review, January–February, 65–72.

  • Chalykoff, J., & Kochan, T. A. (1989). Computer-aided monitoring: Its influence on employee job satisfaction and turnover.Personnel Psychology, 42, 807–829.

    Article  Google Scholar 

  • Cummings, L. L., & Anton, R. J. (1990). The logical and appreciative dimensions of accountability. In Srivastva, S. & Cooperrider, D. (Eds.),Appreciative Management and Leadership, 257–286, San Francisco: Jossey-Boss.

    Google Scholar 

  • Cummings, L. L., & Anton, R. J. (1992, August). Responsibility and felt responsibility in managerial action. In Klimoski R. J., (Chair),Doing the Right Thing: The Forces of Accountability and Responsibility in Organizations. Symposium conducted at the annual meeting of the Academy of Management, Las Vegas.

  • Cvetkovich, G. (1978). Cognitive accommodation, language, and social responsibility.Social Psychology, 41, 149–155.

    Article  Google Scholar 

  • deCharms, R. (1968).Personal Causation. New York: Academic Press.

    Google Scholar 

  • Deci, E. L., Connell, J. P., & Ryan, R. M. (1989). Self-determination in work organizations.Journal of Applied Psychology, 74, 580–590.

    Article  Google Scholar 

  • Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development.Academy of Management Review, 11, 618–634.

    Article  Google Scholar 

  • Dose, J. J. (1992, August). Accountability and responsibility: The empirical record. In Klimoski, R. J. (Chair),Doing the Right Thing: The Forces of Accountability and Responsibility in Organizations. Symposium conducted at the annual meeting of the Academy of Management, Las Vegas.

  • Fiedler, F. E. (1965). A contingency model of leadership effectiveness. In Berkowitz, L. (Ed.),Advances in Experimental Social Psychology, Vol. 1, 150–188. New York: Academic Press.

    Google Scholar 

  • Fisher, C. D. (1978). The effects of personal control, competence, and extrinsic rewards systems on intrinsic motivation.Organizational Behavior and Human Performance, 21, 273–288.

    Article  Google Scholar 

  • Folger, R., & Bies, R. J. (1989). Managerial responsibilities and procedural justice.Employee Responsibilities and Rights Journal, 2, 79–90.

    Article  Google Scholar 

  • Freedman, S. M., & Phillips, J. S. (1985). The effects of situational performance constraints on intrinsic motivation and satisfaction: The role of perceived competence and self-determination.Organizational Behavior and Human Decision Processes, 35, 397–416.

    Article  Google Scholar 

  • Freeman, R. E. (1984).Strategic Management: A Stakeholder Approach. Boston: Pitman.

    Google Scholar 

  • French, J. P. R., Jr., & Raven, B. H. (1959). The bases of social power. In Cartwright, D. (Ed.),Studies in Social Power, 150–167, Ann Arbor: University of Michigan Press.

    Google Scholar 

  • Gatewood, R. D., & Carroll, A. B. (1991). Assessment of ethical performance of organizational members: A conceptual framework,Academy of Management Review, 16, 667–690.

    Article  Google Scholar 

  • Gist, M. E. (1987). Self-efficacy: Implications for organizational behavior and human resource management.Academy of Management Review, 12, 472–485.

    Article  Google Scholar 

  • Graen, G., & Schiemann, W. (1978). Leader-member agreement: A vertical dyad linkage approach.Journal of Applied Psychology, 63, 206–212.

    Article  Google Scholar 

  • Grant, R. A., Higgins, C. A., & Irving, R. H. (1988). Computerized performance monitors: Are they costing you customers?Sloan Management Review, Spring, 39–45.

  • Greenberger, D. B., & Strasser, S. (1986). Development and application of a model of personal control in organizations.Academy of Management Review, 11, 164–177.

    Article  Google Scholar 

  • Griesinger, D. W. (1990). The human side of economic organization.Academy of Management Review, 15, 478–499.

    Article  Google Scholar 

  • Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory.Organizational Behavior and Human Performance, 16, 250–279.

    Article  Google Scholar 

  • Harkins, S. G., & Petty, R. E. (1982). Effects of task difficulty and task uniqueness on social loafing.Journal of Personality and Social Psychology, 43, 1214–1229.

    Article  Google Scholar 

  • Hart, K. M. (1988). A requisite for employee trust: Leadership.Psychology: A Journal of Human Behavior, 25, 1–7.

    Google Scholar 

  • Heider, F. (1958).The Psychology of Interpersonal Relations. New York: Wiley.

    Google Scholar 

  • I.B.M. may give up its headquarters on a hilltop. (1994, January 13).New York Times. pp. A1, C16.

  • Ilgen, D. R., Fisher, C. D., & Taylor, M. S. (1979). Consequences of individual feedback on behavior in organizations.Journal of Applied Psychology, 64, 349–371.

    Article  Google Scholar 

  • Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue contingent model.Academy of Management Review, 16, 366–395.

    Article  Google Scholar 

  • Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964).Organizational Stress: Studies in Role Conflict and Ambiguity. New York: Wiley.

    Google Scholar 

  • Kanfer, R. (1993). Motivation theory and industrial psychology. In Dunnette, M. D., & Hough, L. M. (Eds.),Handbook of Industrial and Organizational Psychology, Vol. 1, 2nd ed., 75–170. Palo Alto, CA: Consulting Psychologists Press.

    Google Scholar 

  • Katz, D. & Kahn, R. L. (1978).The Social Psychology of Organizations. New York: Wiley.

    Google Scholar 

  • Kavanaugh, M. J. (1982). Evaluating performance. In Rowland, K. M., & Ferris, G. R. (Eds.),Personnel Management, 187–226. Boston: Allyn and Bacon.

    Google Scholar 

  • Kavanaugh, M. J. (1989). How’m I doin’? I have a need and a right to know. In Osigweh, C. A. B. (Ed.),Managing Employee Rights and Responsibilities, 175–185. New York: Quorum.

    Google Scholar 

  • Kelman, H. C. (1958). Compliance, identification, and internalization: Three processes of attitude change.Conflict Resolution, 2, 51–60.

    Article  Google Scholar 

  • Kerr, S., & Slocum, J. W. (1981). Controlling the performances of people in organizations. In Strickland, W., & Nystrom, P. (Eds.),Handbook of Organizations, 116–134. New York: Oxford University Press.

    Google Scholar 

  • Klimoski, R. J. (1972). The effects of intragroup forces on intergroup conflict resolution.Organizational Behavior and Human Performance, 8, 363–383.

    Article  Google Scholar 

  • Klimoski, R. J. (1992, August). The nature of accountability. In Klimoski, R. J. (Chair),Doing the Right Thing: The Forces of Accountability and Responsibility in Organizations. Symposium conducted at the annual meeting of the Academy of Management, Las Vegas.

  • Koys, D. J. (1988). Human resource management and a culture of respect: Effects on employees’ organizational commitment.Employee Responsibilities and Rights Journal, 1, 57–68.

    Article  Google Scholar 

  • Latham, G. P., & Frayne, C. A. (1989). Self-management training for increasing job attendance: A follow-up and a replication.Journal of Applied Psychology, 74, 411–416.

    Article  Google Scholar 

  • Lawler, E. III. (1976). Control systems in organizations. In Dunnette, M. (Ed.),Handbook of Industrial and Organizational Psychology, 1247–1291. Chicago: Rand McNally.

    Google Scholar 

  • Lawler, E. E., & Rhode, J. G. (1976).Information and Control in Organizations. Pacific Palisades, CA: Goodyear.

    Google Scholar 

  • Locke E. A., Shaw, K. N., Saari, L. M., & Latham, G. P. (1981). Goal setting and task performance: 1968–1980.Psychological Bulletin, 90, 125–152.

    Article  Google Scholar 

  • Manz, C. C. (1986). Self-leadership: Toward an expanded theory of self-influence processes in organizations.Academy of Management Review, 11, 585–600.

    Article  Google Scholar 

  • Manz, C. C., & Angle, H. (1987). Can group self-management mean a loss of personal control: Triangulating a paradox.Group and Organization Studies, 11, 309–334.

    Article  Google Scholar 

  • Manz, C. C., & Sims, H. P. (1980). Self-management as a substitute for leadership: A social learning theory perspective.Academy of Management Review, 5, 361–367.

    Article  Google Scholar 

  • Marcus, A. A., & Goodman, R. S. (1991). Victims and shareholders: The dilemmas of presenting corporate policy during a crisis.Academy of Management Journal, 34, 281–305.

    Article  Google Scholar 

  • McAllister, D. W., Mitchell, T. R., & Beach, L. R., & Beach, L. R. (1979). The contingency model for the selection of decision strategies: An empirical test of the effects of significance accountability and reversibility.Organizational Behavior and Human Performance, 24, 228–244.

    Article  Google Scholar 

  • Martinko, M. J., & Gardner, W. L. (1982). Learned helplessness: An alternative explanation for performance deficits.Academy of Management Review, 7, 195–204.

    Article  Google Scholar 

  • Mills, P. K. (1983). Self-management: Its control and relationship to other organizational properties.Academy of Management Review, 8, 445–453.

    Article  Google Scholar 

  • Mills, P. K., & Posner, B. Z. (1982). The relationships among self-supervision, structure, and technology in professional service organizations.Academy of Management Journal, 25, 437–443.

    Article  Google Scholar 

  • Mitchell, T. R., & Ferris, G. R. (1992, August). Personal accountability and ethical behavior in organizations. In Klimoski, R. J. (Chair),Doing the Right Thing: The Forces of Accountability and Responsibility in Organizations. Symposium conducted at the annual meeting of the Academy of Management, Las Vegas.

  • Nadler, D., Mirvis, P., & Cammann, C. (1976). The ongoing feedback system.Organizational Dynamics, 4, 63–80.

    Article  Google Scholar 

  • Osigweh, C. A. B. (1989).Managing Employee Rights and Responsibilities. New York: Quorum Books.

    Google Scholar 

  • Osigweh, C. A. B. (1991). Toward an employee responsibilities and rights paradigm.Human Relations, 43, 1277–1309.

    Article  Google Scholar 

  • Ouchi, W. G. (1977). The relationship between organizational structure and organizational control.Administrative Science Quarterly, 22, 95–113.

    Article  Google Scholar 

  • Ouchi, W. G., & Maguire, M. A. (1975). Organizational control: Two functions.Administrative Science Quarterly, 20, 559–569.

    Article  Google Scholar 

  • Pearce, J. L. (1981). Bringing some clarity to role ambiguity research.Academy of Management Review, 6, 665–674.

    Article  Google Scholar 

  • Schlenker, B. R. (1986). Self-identification: Toward and integration of the private and public self. In Baumeister, R. F. (Ed.),Public and Private Self, 21–63. New York: Springer-Verlag.

    Google Scholar 

  • Schlenker, B. R., & Weigold, M. F. (1989). Self-identification and accountability. In Giacalone, R., & Rosenfeld, P. (Eds.),Impression Management in the Organization, 21–43. Hillsdale, NJ: Lawrence Erlbaum.

    Google Scholar 

  • Schneider, B., & Bowen, D. E. (1985). Employee and customer perception of service in banks: Replication and extension.Journal of Applied Psychology, 70, 423–433.

    Article  Google Scholar 

  • Schneider, B., Wheeler, J. K., & Cox, J. F. (1992). A passion for service: Using content analysis to explicate service climate themes.Journal of Applied Psychology, 77, 705–716.

    Article  Google Scholar 

  • Scholl, R. W. (1981). Differentiating organizational commitment from expectancy as a motivating force.Academy of Management Review, 6, 589–599.

    Article  Google Scholar 

  • Seligman, M. E. P. (1975).Helplessness: On Depression Development and Death. San Francisco: Freedman.

    Google Scholar 

  • Sivacek, J., & Crano, W. D. (1982). Vested interest as a moderator of attitude-behavior consistency.Journal of Personality and Social Psychology, 43, 210–221.

    Article  Google Scholar 

  • Slocum, J. W., & Sims, H. P. (1980). A typology for integrating technology, organization, and job design.Human Relations, 33, 193–212.

    Article  Google Scholar 

  • Steiber, J. (1989). Legislation as the best protection against unjust discharge. In Osigweh, C. A. B. (Ed.),Managing Employee Rights and Responsibilities, 51–58. New York: Quorum.

    Google Scholar 

  • Tannenbaum, A. S. (1962). Control in organizations.Administrative Science Quarterly, 7, 236–257.

    Article  Google Scholar 

  • Taylor, M. S., Fisher, C. D., & Ilgen, D. R. (1984). Individuals’ reactions to performance feedback in organizations: A control theory perspective. In Ferris, G., & Rowlands, K. (Eds.),Research in Personnel and Human Resources Management, 2, 81–124. Greenwich, CT: JAI Press.

    Google Scholar 

  • Tetlock, P. E. (1983). Accountability and complexity of thought.Journal of Personality and Social Psychology, 45, 74–83.

    Article  Google Scholar 

  • Thoresen, E. E., & Mahoney, M. J. (1974).Behavioral Self-Control. New York: Holt, Rinehart, & Winston.

    Google Scholar 

  • Tiffany, D. W., & Tiffany, P. G. (1973). Powerlessness and/or self-direction.American Psychologist, 28, 151–154.

    Article  Google Scholar 

  • Trevino, L. K. (1986). Ethical decision making in organizations: A person-situation interactionist model.Academy of Management Review, 11, 601–617.

    Article  Google Scholar 

  • Walton, R. E. (1985). From control to commitment in the workplace.Harvard Business Review, (March–April), 77–84.

  • Weber, M. (1947).The Theory of Social and Economic Organization. New York: Oxford University Press.

    Google Scholar 

  • Werhane, P. H. (1985).Persons, Rights, and Corporations. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Williams, K., Harkins, S. G., & Latane, B. (1981). Identifiability as a deterrent to social loafing: Two cheering experiments.Journal of Personality and Social Psychology, 40, 303–311.

    Article  Google Scholar 

  • Williamson, O. E. (1979). Transaction-cost economics: The governance of contractual relations.Journal of Law and Economics, 22, 233–261.

    Article  Google Scholar 

  • Yukl, G. A. (1989).Leadership in Organizations. Englewood Cliffs, NJ: Prentice Hall.

    Google Scholar 

  • Zand, D. E. (1972). Trust and managerial problem solving.Administrative Sciences Quarterly, 17, 229–239.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Psychology, The Ohio State University, 43210, Columbus, Ohio

    Richard J. Klimoski

Authors
  1. Jennifer J. Dose
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Richard J. Klimoski
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

About this article

Cite this article

Dose, J.J., Klimoski, R.J. Doing the right thing in the workplace: Responsibility in the face of accountability. Employ Respons Rights J 8, 35–56 (1995). https://doi.org/10.1007/BF02621254

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF02621254

Key words

Search

Navigation