This study was conducted in partial fulfillment of the requirements for a doctorate in the Department of Psychology, University of Queensland, Australia. The author thanks Cindy Gallois, Bernard Guerin, Edwin Gross, Yoshi Kashima, Linda Schoen, and Mike Siegal for their help in preparing this manuscript.
Causal Attribution and Supervisors' Response to Subordinate Performance: The Green and Mitchell Model Revisited1
Article first published online: 31 JUL 2006
Journal of Applied Social Psychology
Volume 19, Issue 4, pages 309–330, March 1989
How to Cite
Ashkanasy, N. M. (1989), Causal Attribution and Supervisors' Response to Subordinate Performance: The Green and Mitchell Model Revisited. Journal of Applied Social Psychology, 19: 309–330. doi: 10.1111/j.1559-1816.1989.tb00057.x
- Issue published online: 31 JUL 2006
- Article first published online: 31 JUL 2006
Green and Mitchell's (1979) model of supervisory responding utilized Kelley's (1972) attributional schema based on informational cues, and variables of ability, effort, task difficulty, and luck (Weiner et al., 1972). The present study provided a direct test of the model, focusing on the relationships between informational cues and attributions, and between attributions and evaluative variables in an organizational context. A matrix of relationships linking informational cues and attributional variables was predicted in the first instance, followed by a multivariate relationship between attributions and evaluational variables. To test the hypotheses, 288 subjects responded to 16 descriptions of subordinate performances, varying in consistency, distinctiveness, consensus, and outcome. The results supported the predicted relationships between informational cues and attributions, and between attributions and evaluation. Use of Weiner's (1985) extended model of attribution, which includes dimensions of controllability and intentionality, substantially improved the predictability of the model, especially for explaining failure outcomes.