(2001). Understanding the impact of human resource diversity practices on firm performance. Journal of Managerial Issues, 13(2), 177-195. Retrieved from http://search.proquest.com/docview/194165626?accountid=32521 Wan-Jing, A., & Huang, T. C. (2005). Relationship between strategic human resource management and firm performance: A contingency perspective.
Ajzen (1991) also said that the theory in order to change a person’s behaviour their behaviour needs to be altered to their intentions. Ajzen also said that something that a behaviour that may have happened in the past could contribute to what a person’s future behaviour might become. The beliefs that Chris have may be important as to predict their intentions just like its important in knowing a person’s attitudes. Cognitive dissonance by (Festinger 1988) says that there are unwanted consequences which can indicate an event that blocks someone’s inte... ... middle of paper ... ... behaviour, the behaviour develops in an individual, how the behaviour arose through natural selection and how long the behaviour will survive. These levels can help understand why Chris may have developed this shopping addiction.
Thinking is when we make careful decisions with an analysis and thought about processes. With thinking we may weight our pros and cons and make a justified decision. Feeling is when we react off our emotions. We have a battle in our mind when our feelings and thoughts don’t coincide with each other. A weakness with the personality trait of thinking is that our thinking can be altered by outside factors.
Knowledge is information centered by a concept that conveys a message and can be acquired through learning or memory. Many different factors can have an effect on whether someone accepts information as knowledge or knowledgeable. The biggest impacts are biases. Some are not able to detect their own personal biases, which are influenced by culture, gender, race, religion, etc., and therefore can discard knowledge based on their experiences. Which brings me to another factor, experience is what can change the mind of a knower.
It is common in individuals that when something goes wrong or right, people habitually mull over how an outcome could have been altered if they acted otherwise. Such notions are also known as counterfactual thinking (Mandel & Lehman, 1996). These thoughts encompasses visualising options of various aspects of a supposed event. They are restrictive and emphasizes on actions that did not take place, coupled with the hinging of “if-then” where “if” denotes a particular act and “then” indicates a goal (Smallman & Roese, 2009). Past researchers tend to focus more on the formulation of counterfactual thoughts.
For example, if a client came in stressed out, and I offered them the advice to take a sabbatical, they may respond that they cant. In this case my bias and points or privilege would be embarrassing, and what I was offering as advice, may seem patronizing. “A more helpful way to think about bias is simply as a tendency to think, act, or feel in particular ways. In some cases, these tendencies may guide individuals toward some accurate hypotheses and a quicker understanding of someone. In other situations, they may lead individuals to embarrassingly wrong assumptions” (Hays, 2016, p. 23).
New career development strategies methods and resources. Personal and Guidance Journal (53) 9, 694-699. O’Halloran, T.M., Fahr, A.V., & Keller, JR. (2002). Career counseling and the information highway: heeding the road signs. The Career Development Quarterly, 50(4), 371-376.
Retrieved from http://sjbae.pbworks.com/f/adler+1991.pdf Caruso, J. (2002). Project Management Success and the Learning Curve. Project Times. Heizer, J., & Render, B.