Locus of Control, Machiavellianism, and Managerial Job Performance

Abstract

In this study, we examined the moderating effect of locus of control on the relationship between Machiavellianism and job performance of store managers in a retail setting. Our results indicated a significant moderating effect for managers who perceive that they have an external control orientation but not for managers with an internal control orientation.

The Determinants of Earnings: A Behavioral Approach

“…Gable and Dangello (1994) find that sales managers' job performance (sales per square foot, gross margin return on inventory) is strongly predicted by measures of both Machiavellianism and locus of locus of control (fatalism) with multiple correlations, using both personality measures, of 0.46 and 0.56 for the two performance measures.…”

Examination of Auditor Acceptance of Dysfunctional Behavior Using a Heuristic Model

“…Researchers have revealed that there is a strong correlation between control by independent auditors and people's inclination to manipulate (Gable, 1994). An analytical investigation of 20 studies carried out in this connection showed that the use of manipulation tactics by external individuals emphasizes the existence of a stressful situation (Musrack, 1989).…”

“…In addition, such behaviors are probably observed in situations in which employees have a good understanding of the structure or supervisory control (Gable, 1994). In the auditing context, manipulation is found in the form of dysfunctional behavior.…”

“…Since this study is aimed at examining factors contributing to the acceptance of dysfunctional behavior and is also related to individual factors, it is necessary to consider employee performance as a separate variable with regard to the acceptance of dysfunctional behavior. The literature indicates that dysfunctional behavior occurs when people assume themselves less capable to achieve optimal results through their individual efforts (Gable, 1994). Therefore, dysfunctional performance becomes necessary when organizational or individual goals could not be achieved though typical performance.…”

“…Therefore, dysfunctional performance becomes necessary when organizational or individual goals could not be achieved though typical performance. This relationship is stronger in environments where employees assume there is too much supervisory control (Gable, 1994). Use of auditing programs, time budgets and close supervision could turn the auditing process into an extremely structured process (Smith, 2012).…”