Example Of Self-Discrepancy Theory

Register to read the introduction… This theory posits that different types of comparisons (i.e., comparing the self to some “idealized” form of the self or comparing the self to some “ought-to-be” form of the self) lead to different emotional outcomes (Higgins, 1987). These emotional outcomes include two separate classes of emotion: agitation-based and dejection-based feelings (Higgins, 1987). Each class of emotion requires different organizational or managerial reactions in order to dissipate (discussed in detail later; Higgins, 1987). Agitationbased emotions are linked to one comparing herself to what she “ought-to-be”, and imply fear of punishment or retribution. Dejection-related emotions are linked to one comparing herself to what she “ideally-could-be”, and imply depression or disappointment. In sum, self-discrepancy theory allows us to link attributions for breach (based on self-comparisons) to emotional outcomes. This leads us to ask, what prompts an employee to reflect on a particular selfcomparison (“ought-to-be” or “ideally-could-be”) when breach occurs? Comparison of the self to an ideal standard (versus an ought standard) depends on whether one is more concerned with comparison of the self to a set of personal goals and wishes rather than being concerned with comparison of the self to duty-bound standards and patterns of behavior (Higgins, 1987). This dichotomy corresponds directly with the cultural variables of individualism and collectivism, two distinct identity orientations. Individualism motivates an employee to pursue self-aggrandizing goals, while collectivism motivates the employee to behave according to prevailing social norms or with concern for interpersonal relationships (Brewer & Chen, 2007; Brickson, 2000). An “ideally-could-be” standard of …show more content…
Thus, in the face of breach, collectivists are likely to feel they did not live up to their group’s standards and suffer agitation-related emotions as a result. Exit, voice, loyalty and neglect represent four unique typesof outcomes that impact organizational efficiency and functioning (Hirschman, 1970; Rousseau, 1995; Turnley & Feldman, 1999). Linked to specific behaviors such as turnover, absenteeism, and intentional errors on the job (Farrell, 1983), these variables have previously been shown to be outcomes of PC breach (Turnley & Feldman, 1999), but the results have been inconsistent across studies (e.g., Turnley & Feldman, 1999 versus Bunderson, 2001). To reconcile these mixed findings, we propose that the type of emotional response to breach (dejection or agitation) is related to the type of outcome (exit, voice, loyalty, or neglect) of PC breach. Dejection-related emotions will lead to feelings of disappointment and dissatisfaction. Dissatisfaction with the breach of her PC may prompt an employee to voice her concerns about the organization’s failings. In contrast, disappointment as a result of breach may cause the employee to neglect her work as a means to restore equity (Adams, 1965). Agitation-based emotions correspond with feelings of fear of punishment or retribution. Feeling agitation-based emotions may prompt an employee to stay loyal to an organization despite a breach because they do not want to experience further breach. Alternatively, these agitation-based emotions may prompt an employee to leave the organization because she fears worse breach will occur. Because individualists are more likely to feel dejected in the face of PC breach, they are also more likely to exhibit voice or neglect when breach occurs. In contrast, because collectivists feel more agitation-based emotions when breach occurs, they are more likely to