The Performance Evaluation Process: Implications of Supervisor-Subordinate Attributional Congruency for Subordinate Work Attitudes
Ferris, Gerald Raymond
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https://hdl.handle.net/2142/70439
Description
Title
The Performance Evaluation Process: Implications of Supervisor-Subordinate Attributional Congruency for Subordinate Work Attitudes
Author(s)
Ferris, Gerald Raymond
Issue Date
1982
Department of Study
Business Administration
Discipline
Business Administration
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, General
Psychology, Industrial
Abstract
The performance evaluation process is viewed as an ongoing series of interactions between supervisors and subordinates that occur over time with specific concern for the transmission of causal information. While some research has examined the causes supervisors attribute to subordinate work performance, the role of the subordinate in such research largely has been ignored. The focus of this research was to examine the implications of supervisor-subordinate causal congruency for subordinate satisfaction with supervision.
The sample for this research consisted of 81 supervisor-subordinate dyads drawn from the nursing service department of a midwestern hospital. Separate questionnaires were administered to staff nurses and nurse supervisors at the end of their work shifts. Questionnaires included ratings of performance, causes of performance, and individual difference measures. Two principal measures of causal congruency were developed. One compared two direct perspectives in which congruency/incongruency between the supervisor's causal attributions were compared to the attributions made by subordinates. The other measure compared a direct perspective with a metaperspective, and was formed by the congruency/incongruency of subordinate attributions compared to the attributions subordinates think their supervisors made about their performance.
Results demonstrated that whereas the causal congruency of supervisor-subordinate direct perspectives did not relate significantly to subordinate satisfaction with supervision, the congruency of direct and metaperspectives did exhibit a significant relationship. Furthermore, causal congruency was found to covary with the perceived quality of the relationship between supervisor and subordinate. The results of this study are cast within an overall program of research and suggestions are made for further investigation. Also, the potential implications of this research for practicing managers and for the performance evaluation process in organizations are examined.
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