Modern workplaces have evolved into complex environments with numerous factors affecting employees' performance and productivity. While corporate policies and the physical environment are vital, psychological factors such as employees' beliefs, attitudes, and behavior play an equally critical role in their job performance. Consequently, employers must understand employees' interpretations of events, known as their "locus of control." This paper explores the concept of locus of control, its theoretical foundations, research findings, and recommendations for implementation within workplaces.
Locus of Control and its Theoretical Foundations
Locus of control (LOC) is a psychological construct that describes the extent to which individuals feel "how much control… they have over their lives and the events that affect them" (Locus of Control). It explores whether individuals believe they have control or attribute the outcomes of activities to external forces.
Julian B. Rotter introduced the concept of Locus of control in the 1950s, suggesting that individuals may have either an internal or external locus of control. These views can be plotted on a continuum, and variations may occur with specific interventions.
Internal Locus of Control is a belief that individuals have control over their lives, as their actions influence outcomes (Psychology Today). These individuals attribute their successes or failures to their abilities, efforts, and activities.
Such individuals exhibit resilience, proactivity, confidence, and self-determination. Taking accountability and responsibility for their actions, they actively learn from mistakes and persist in pursuing their goals (Int. Journal of Science and Research).
External Locus of Control relates to Individuals who believe that external forces, such as fate, luck, or influential individuals, influence their lives. They perceive that their actions, efforts, and determination have a limited impact on the outcomes (Simply Psychology ). For example, individuals with such control might attribute their job loss to their boss or company policies rather than assessing their skills and performance.
Individuals with external LOC often feel helpless, victimized, and dependent on others. They consistently seek external validation and lack initiative. Setting goals becomes challenging for them as they perceive outcomes to be beyond their control. Consequently, this mindset contributes to lower self-esteem and motivation.
Therefore, employers should comprehend employees' locus of control, recognizing its impact on work quality, motivation levels, decision-making processes, and overall job performance. Numerous research studies have highlighted these effects.
Empirical Findings of Locus of Control on Job Performance
Research studies in organizational psychology and related fields have validated the crucial role and direct correlation of locus of control with employees' job performance. Some specific research findings include:
- Job Performance and Internal Locus of Control: According to research by Leadership IQ Company, employees with a strong internal LOC are 136% more likely to have a positive attitude toward their careers. The study further confirms that individuals "with a high internal locus of control are 148% more likely to recommend their company as an excellent workplace." These findings imply that employees with an internal LOC possess confidence that their efforts will lead to success. They are proactive, face challenges, and demonstrate persistence, enhancing job performance and career advancement.
- Job Performance and External Locus of Control: Employees with an external LOC attribute their success or failures to external factors, frequently naming company politics, policies, inadequate leadership, and a lack of support and guidance from colleagues. They may also rationalize their situation as bad luck and question whether they are in the right place. Such characteristics are linked to "low self-efficacy, low self-esteem, helplessness, depression, low achievement motivation, low risk-taking, less independent thinking and greater conformity, and less creativity (Springer.Com )." Employers should not expect improved performance from employees displaying these characteristics.
- Impact of Locus of Control on Job Satisfaction and Stress: Research cited in Sciencedirect.com verifies that employees with an internal locus of control experience lower job stress and higher job satisfaction. Employee satisfaction is a crucial factor in increasing productivity and an engaged workforce. Additionally, a study cited in LinkedIn also supports the results that happy employees are 12% more productive than their unhappy counterparts.
Conversely, employees with an external LOC may experience diminished job satisfaction and motivation, perceiving their efforts as futile in the face of external challenges. A Forbes article (2023) states, "For an employee with an external locus of control, the job environment is never stable and safe." The author suggests, "Unhappy with work? Shift from an External to Internal Locus of Control."
- Goal-setting and Motivation: Research conducted by Locke and Latham et al. suggests: "… a positive relationship between the difficulty of a personal goal and performance with an internal orientation; for those with an external orientation, there was an inverse relationship between the perceived difficulty of a goal and performance." The findings highlight that individuals with an internal orientation tend to excel in demanding and challenging conditions due to their self-motivation.
- Adaptability and Coping Strategies: Employees with an internal LOC typically exhibit proactive project problem-solving tendencies and self-assurance. They are not afraid to ask for help when necessary, viewing challenges as opportunities for personal and professional growth. In contrast, individuals with an external LOC often resort to avoidance strategies, giving up when faced with challenging tasks and displaying compliant and resigned behavior (Gianakos, 2002 ).
- Decision-Making: Employees with an internal locus of control believe in managing and attributing success to their decision-making abilities. They demonstrate strong work ethics, confront professional challenges, and are less likely to be influenced by others' decisions and actions. On the other hand, employees with an external locus of control attribute outcomes to chance, fate, or luck. They may feel powerless, hesitant to make decisions, lean towards maintaining the status quo, and resist change (Linkedin.Com).
- Leadership: Research affirms that individuals with an internal LOC are more likely to take on leadership positions (Forbes.com). Their self-assurance has a positive impact on businesses and contributes to improved performance.
A thorough review of research literature shows a positive correlation between an internal LOC and improved job performance, while a negative correlation between an external LOC and job performance. Acknowledging the importance of this relationship, employers should familiarize themselves with strategies to enhance and strengthen employees' internal locus of control.
Strategies for Enhancing Internal Locus of Controls
"The greatest revolution of our generation is the discovery that human beings, by changing the inner attitudes of their minds, can change the outer aspects of their lives." - William James.
Enhancing personal and professional growth and creating a resilient and innovative work environment are outcomes of promoting internal Locus of control. Employers can implement multiple strategies to achieve these objectives, including:
- Encouraging a Growth Mindset : Cultivating a growth mindset involves viewing problems and skill deficits as challenges that can be solved through training, coaching, and guidance. Coined by psychologist Carol Dweck, the term "growth mindset" suggests that individuals can learn, grow, and improve through appropriate methods. Employers should provide coaching and support to their workforce, facilitating the acquisition of new skills while emphasizing that failures are opportunities to build resilience.
- Providing Decision-Making Opportunities :Empowerment begins when employees are assigned the authority to make decisions that affect their work. An article from Psychology Today's (2023) emphasizes, "Encouraging individuals to make decisions, set goals, and explore their interests can strengthen the belief that they have control over their lives." This belief can positively impact their ability to perform tasks, achieve desired outcomes, and reinforce their internal LOC.
- Delegating Responsibilities: Employers can motivate employees by delegating responsibilities, instilling a sense of accountability, and promoting ownership. This approach enhances confidence, sharpens problem-solving skills, and inspires employees to actively grow professionally.
- Recognizing and Rewarding Initiatives: Acknowledging employees for their initiatives reinforces the importance of internal control. According to a report from the Society of Human Resource Managers, "Companies with employee recognition programs and good career development guidance saw a 63 percent increase in employee productivity, a 58 percent return on their profit margins…" Recognition programs may include public commendation letters, tangible rewards, and career growth opportunities for boosting job performance.
- Setting and Attaining Goals : Employees with an internal LOC frequently set ambitious and challenging goals, crediting their achievements to their skills and competencies. These employees are self-motivated and focus on achieving their objectives. Employers can provide support by assisting employees in their goal-setting process, emphasizing that such actions will positively impact job performance.
- Building Trust via Direct Communication: The foundation of trust relied on clear and direct communication. Articulating organizational goals, expectations, and feedback mechanisms are crucial. Informed employees, feeling in control, align their efforts with the company's mission.
In conclusion, recognizing the locus of control is essential for understanding employees' behavior and guiding their progress. Employers should also recognize that one's locus of control is not fixed and can change based on experiences and interventions.
Consequently, organizations should create an environment that promotes employees' empowerment, goal-setting, resilience, continuous learning, and constructive feedback to enhance their internal locus of control. Employers should provide support where employees recognize they can improve their job performance and succeed with dedicated efforts. As a renowned self-help American author, Napoleon Hill rightly states, "You are the master of your destiny. You can influence, direct, and control your own environment. You can make your life what you want it to be."
