Action Regulation Theory

Abstract

Action regulation theory is a meta-theory on the regulation of goal-directed behavior. The theory explains how workers regulate their behavior through cognitive processes, including goal development and selection, internal and external orientation, planning, monitoring of execution, and feedback processing. Moreover, action regulation theory focuses on the links between these cognitive processes, behavior, the objective environment, and objective outcomes. The action regulation process occurs on multiple levels of action regulation, including the sensorimotor or skill level, the level of flexible action patterns, the intellectual or conscious level, and the meta-cognitive heuristic level. These levels range from unconscious and automatized control of actions to conscious thought, and from muscular action to thought processes. Action regulation at lower levels in this hierarchy is more situation specific and requires less cognitive effort than action regulation at higher levels. Workers further develop action-oriented mental models that include long-term cognitive representations of input conditions, goals, plans, and expected and prescribed results of action, as well as knowledge about the boundary conditions of action and the transformation procedures that turn goals into expected results. The accuracy and level of detail of such action-oriented mental models is closely associated with the efficiency and effectiveness of action regulation. One of three foci can be in the foreground of action regulation: task, social context, or self. A task focus is most strongly associated with high efficiency and effectiveness of action regulation, because it links task-related goals with relevant plans, behavior, and feedback. Action regulation theory has been applied to understand several phenomena in the field of industrial, work, and organizational psychology, including proactive work behavior, work-related learning and error management, entrepreneurship, occupational strain and well-being, reciprocal influences between personality and work, innovation, teamwork, career development, and successful aging at work.