Ability and effort attributions: do they affect how managers communicate performance feedback information?

Article Abstract:

Patterns of performance feedback communication were studied using laboratory simulations. The data indicate that a consistent relational communication pattern, or script, was associated with feedback sessions on poor performance. However, managers' initial attributions of effort or ability as the reason for subordinates' poor performance influenced how they defined their role within the script and thereby controlled the flow of interaction. The nature of the control patterns dyad members used was related to the degree of change in initial attributions, salary decisions, and performance assessments. (Reprinted by permission of the publisher.)

Human resource management, Attribution (Social psychology), Attribution (Psychology)

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Managerial reactions to employee dissent: the impact of grievance activity on performance ratings

Article Abstract:

This study explored whether managerial reactions to grievance activity introduced bias into the process of performance appraisal. Using panel data techniques and data on unionized employees in a public sector organization, we examined the relative impacts of grievances filed against supervisors and against organizational policy. The pattern of results obtained suggests that the relationship between grievance activity and performance ratings is due at least in part to bias triggered by employees' filing and winning grievances against supervisors. (Reprinted by permission of the publisher.)

Analysis, Grievance arbitration, Grievance procedures

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