SBenegaL

Category: Attribution

  • Summary Thus Far

    In the last byte, we concluded a long discussion on understanding the individual dimension of organizational behavior with a discussion on how professional help could help reduce stress. It would be to list the various components we have discussed on this dimension thus far to help people relate to, and set the context for the next set of discussions.

    Over the last few months we have discussed aspects like:

    • Personality
    • Perception
    • Attribution
    • Attitudes
    • Values
    • Motivation
    • Learning
    • Performance Management
    • Stress
    All these put the individual as the subject matter, but it is also important to think beyond and begin understanding relations between people. Continuing from here, we will begin looking into the discussion on interpersonal diminution of organization – beginning with the aspect of communication.

  • Performance: Attribution 2

    In the last byte, we looked at a graphical representation of attribution and the change in behavior that could be associated with it. In today’s byte, we attempt to understand the graphical model further.

    A simple explanation to the diagram displayed in the last byte could be as follows:

    A manager could observe a poor performance and immediately take cues (which would be as described earlier – consensus, consistency or distinctiveness) depending on the interpretation of these, the manager could attribute the poor performance to either internal or external causes. The internal sources attributed to could include – low effort, lack of commitment or lack of ability. External attribution could be towards the equipment failure or unrealistic goals etc. Based on the understanding, the manager could detect the source of the problem and tries to correct it.

    The response of the manager could vary ranging from expressing personal concern to sending the employee back home!

    It could be sensed that a manager who attributes the poor performance to a person would react more harshly than a manager who would attribute it to situational causes. In all this, the manager should be aware of 2 attribution errors we have already discussed:

    1. Fundamental Attribution Error
    2. Self-serving Bias

  • Performance: Attribution

    In the last byte, we looked at how information cues work towards creating an attribution. In today’s byte, we show a model that could summarize the way attribution happens.

    Following diagram summarizes how we could look at the way attribution and the corresponding behavior could work. 


    We shall explain the same and continue the discussion in the next byte.