Performance Attributional Effects on Feedback from Superiors
PURDUE UNIV LAFAYETTE IN
Pagination or Media Count:
This report is the first in a series entitled The Effective Use of Feedback in Organizational Settings A Process Centered Approach. Forty supervisors of three-person work groups directed the performance activities of group members and gave feedback to one of the three subordinates. In each case, confederates served as subordinates and both performance and attributionally relevant information about performance were manipulated. The data showed that when supervisors were required to give feedback to subordinates, they significantly distorted their feedback to make it more positive for low performers this effect was most pronounced for those for whom they believed poor performance was due to lack of ability. In addition, the nature of specific feedback given to subordinates varied as a function of performance attributions.
- Sociology and Law