The Roles of Personality and Self-Defeating Behaviors in Self-Management Failure
By: RENN, Robert W
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Contributor(s): ALLEN, David G | FEDOR, Donald B | DAVIS, Walter D.
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ArticlePublisher: London : Sage, October 2005Journal of management : J.O.M 31, 5, p. 659-679Abstract: This article proposes an individual-level theoretical framework of self-management failure. First, the authors introduce six self-defeating behaviors (SDBs) to the organizational literature. Second, they explain how personality may predispose employees to engage in these SDBs. Third, they define self-management failure and analyze how each SDB can undermine standard setting, operating, and monitoring. Throughout their presentation of the framework, the authors offer several research propositions. Finally, they discuss both the practical and theoretical implications of the framework
This article proposes an individual-level theoretical framework of self-management failure. First, the authors introduce six self-defeating behaviors (SDBs) to the organizational literature. Second, they explain how personality may predispose employees to engage in these SDBs. Third, they define self-management failure and analyze how each SDB can undermine standard setting, operating, and monitoring. Throughout their presentation of the framework, the authors offer several research propositions. Finally, they discuss both the practical and theoretical implications of the framework
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