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Imagine
how powerful you would become if you had the ability to accurately predict how people
would react in different scenarios.
With this ability, you would most likely end up a rich car salesman who knows just what
to say and do to make customers buy.
Human beings are curious by nature and we will always have a tendency to look for the
reason behind why people act the way they do. When your set foot into a car yard
looking to buy a car, you are bombarded with a number of options. Sometimes, you
might even find two closely similar cars on display. After all has been said and done,
you will only pick one car.
The same is true about work assignments. When you are given a task, you will usually
have different possible approaches that you can take. However, you will only end up
picking one approach.
What could have motivated you to react to the stimulus in the way you did? What could
have driven you to choose a specific car from dozens of cars in the yard? What
influenced your decision-making process that you went through to arrive at a final
decision?
Certainly, one of the most difficult things to get a firm and full handle on is human
behavior. It certainly doesn’t help that individuals are unique in their own ways, and that
they cannot be boxed in categories especially when it comes to behavior. Not all people
react in the same way, or behave in the same manner, even under the exact same
circumstances. There are various factors at play, and these are what psychologists and
thinkers have been trying to study and make sense of in the past few decades.
Anderson’s theory holds that a persuasive message is composed of ideas, which are
relevant pieces or bits of information, with each bit defined by two qualities:
1. Valuation, or setting value and weight on the information derived from various
sources, with respect to multiple stimuli;
Let’s call the first employee Mary. Mary is newly-wed, with plans of starting a family very
soon. Let’s call the second employee Ashley. Unlike Mary, Ashley is committed to being
single and prioritizing her career over building a family. For Mary, the package is
definitely a good idea, since it is in line with her personal goals. It allows her to start a
family and get back to her career. As a result, the package has a positive value.
Ashley, on the other hand, does not think the same. The package has negative value
because of her opinion that the package merely encourages women to take a long
break from work. From her perspective, this long break might derail any career
opportunity that might present itself in the interim.
Clearly, the package holds more weight for Mary, since it is something that matters to
her (specifically her plans to have children while remaining an employee of the
company). It does not hold as much weight for Ashley, since it does not directly affect
any of her immediate personal and career plans.
Although Ashley may start out looking unfavorably at the maternity package and its
implications, the situation is not going to stay that way forever. When she obtains or
learns new and positive pieces of information, a change of heart is likely to occur.
For example, she may not like the idea of giving up career opportunities in order to get
pregnant and have a child. With that said, it’s likely that she is not entirely against the
idea of having a child. Her only concern is allowing her career to suffer at the expense
of motherhood. What was initially an uncaring attitude about putting family over career
may be made lighter or more positive when she starts to know more about the joys of
motherhood.
The enhancement comes in the inclusion of another factor into the equation: “behavioral
intent” (or “behavioral intention”) and how, along with an individual’s pre-existing
attitudes, these intentions can predict or even ultimately predict his responses or
behaviors. In short, a person’s behavior will be affected or influenced, not only by his
attitude or perceptions, but also by his expectations, or the anticipated outcomes that
the behavior is likely to provide or lead to.
The Theory of Reasoned Action, or TRA, theory posits that behavioral intention
is shaped by three elements or factors:
Thus, behavioral intention is seen as the precursor immediately leading up to the actual
behavior, meaning a person will react or decide, depending on the behavioral intention
formed or developed.
The intention must remain constant or stable from the time it is given or
measured until the time of actual performance of the behavior; and
Let’s face it: an intention is just an intention. It won’t always end up as an action. How
many times have you intended to wake up early but you still snoozed when the alarm
went off? This nature of an intention also happens to be the major argument against this
theory.
Here comes another example: You have every intention to quit smoking and you have a
commitment to completely abstain from the act and shun cigarettes. However, this
intention alone is not enough proof that you will actually do it.
This means that the implementation of these intention is usually not 100%.Some
behaviors are not totally voluntary. This gave rise to another way of looking at things,
and that is the TPB.
The Theory of Planned Behavior upholds the key assumptions contained in the Theory
of Reasoned Action, with certain modifications of its own.
2. Again, just like in TRA, the subjective norms that the individual is exposed or privy to
will also have an impact on his intentions. This is in recognition of man being, by nature, a social
creature, so that he will no doubt care about what others think or belief. More often than not, if
society demonstrates general favorability toward an act, it is highly likely that the individual will
think the same, his intentions largely shaped by the extent of approval (and disapproval) by
family, friends, co-workers, or pretty much any person he trusts.
3. The intentions and the resulting behaviors of the individual are affected by
their perceived behavioral control, or what they think and believe to be their ability to actually
perform or engage in the said behaviors. Succeeding literature on TPB led to the identification
of the two clear facets of this perceived behavioral control:
Internal control: This is basically how the individual perceives his own control to
be like. It focuses on how the individual sees himself as being in control when it comes to
performing the specific behavior in question, and this mostly has a lot to do with the sufficiency
of his knowledge, skills and abilities, and the amount of discipline he wields while performing the
behavior.
We will understand this further as we take a look at the TPB Model or TPB Diagram.
© http://www.gov.scot/Publications/2008/01/07105336/3
The above diagram clearly presents the key variables of TPB, and they are grouped into
three.
Behavioral Beliefs
An individual’s behavioral beliefs serve as the link between his Behavior to the Outcome
that the behavior is expected to produce or bring about.
It is a person’s behavioral beliefs that will have a direct influence on his attitude toward
a behavior. If the expected outcome is something favorable, then there is no doubt that
he will also have a positive attitude toward the behavior, increasing the likelihood of
actual performance.
Essentially, the behavioral beliefs of the person will focus on the issue on whether a
behavior is favorable or unfavorable.
Normative Beliefs
If decisions on actions and behaviors were made solely by the individual, predicting his
responses is definitely going to be easy as pie. However, since there are other –
internal and external – factors at play, that is not the case.
Normative beliefs involve the key people or characters around the individual, specifically
their behavioral expectations as he perceives them to be. On top of that, it is also
shaped in part by the level of importance that he places on these people’s expectations.
Together, these determine the subjective norm that will play an important part in his
decisions on whether to behave in a certain way or not.
For example, a person is trying to decide whether he should quit smoking or not. He
knows that smoking is something that his spouse, children and the co-workers he is in
close proximity with at the office every day, find distasteful or unfavorable.
The opinion of his family is very important to him, so he feels that he needs to
acquiesce with their preference for him not to smoke. However, it is a different story at
the workplace. He could not care less what his co-workers think about his smoking
habit, and the absence of a company rule or policy on smoking at work does nothing to
motivate him to comply with what his co-workers want or expect.
As a result, his response is likely to be selective when it comes to smoking. When he’s
at home or in the company of his family, he will not smoke. When at work, or with his
co-workers, that’s the only time he will feel comfortable about smoking.
Control Beliefs
You may perceive the presence of factors (called ‘control factors’) that will have an
impact on how the performance of the action will go. These are the control beliefs,
which will dictate your perceived behavioral control. Each control factor can be viewed
individually, and your perception of the power of one control factor may be different from
the power of the other control factors. If there is a high probability that the powerful
control factor is present, you are very likely to carry out the action in line with the
powerful factor.
When combined, all three beliefs will result in your behavioral intention which will
inevitably, will lead to the behavior itself. There is a direct relationship between these
three elements. If both the attitudes and subjective norms are positive and you strongly
believe that you can perform a specific behavior, then it is bound to strengthen your
intention and resolve to actually behave in that expected manner.
However, if you take a closer look at the model, you will find that your perceived
behavioral control does not cease to be relevant once the intention has been
developed, since it will still affect the behavior. This means that even after starting the
action, there is still a possibility that your perception of your ability to actually carry it
through can still affect performance.
Ajzen himself used the TPB in various researches, such as the one he co-wrote on the
applicability of TPB to Leisure Choice, published in the Journal of Leisure Research
(1992) and, earlier, in 1991, on the applicability of TPB in predicting leisure participation,
published in Leisure Sciences.
Whether it’s a social issue or a health issue, TPB has found acceptable applicability.
Political entities rely on its concepts to predict voting behavior of electorates. Health
care facilities, pharmacological companies, and even governments employ the key
concepts of TPB in studying and predicting human behavior on matters such as disease
prevention, birth control, and family planning, to name a few.
Businesses and organizations also accepted the application of TPB, recognizing its
input when it comes to organizational processes and decision-making processes. In
fact, even marketers found a great use for TPB, incorporating it in predicting market
consumption, as well as the behavior of customers and competitors.
What makes the TPB more acceptable than, say, the TRA, is how it is cognizant of
factors or elements that are out of the person’s control or full volition. The predictability
of intentions and behavior is definitely higher than TRA, or other prior theories on
predicting and understanding human behavior.
Granted, the TPB is not without its limitations, and the main argument against it is how it
puts no value or importance on emotion, which is seen by many as one of the key
elements that determine or drive one’s behavior. No doubt, the continuous study on
human behavior, particularly on planned and reasoned actions and decisions, will result
in better and more encompassing theories in the future. For now, the TPB does a great
job at it, which explains its wide usage in various fields and industries.