13.6
ATTRIBUTION THEORY: ASSESSING
PERFORMANCE ANDBEHAVIOR
Inspired by Harriet Lerner, and Martin Seligman.However well-intended leaders might be, treating people fairly and impartially is not always a
simple task. Some types of work are more quantifiable than others, and thus easier to evaluate
objectively; for example, product sales volumes, billable hours, product return rates, customers
served, and so on. When outcomes are measured primarily in terms of quality as opposed to
quantity, however, performance is not as easily evaluated. For example, how do you objectively
evaluate the quality of a presentation, the contribution of an individual to team output, or the
usefulness of a report or a book? In cases like these, subjectivity is a necessary part of the eval-
uation. Attribution is the name given to this subjective process, in that we attribute causes,
results, problems, and so on, to others, often with less than adequate information on which to
base our judgment. Although it’s unfortunate, assigning attributes to another person’s perfor-
mance is often necessary. It simply isn’t possible, or where possible, it would not be cost-effec-
tive, to gather the kind of detailed information that would be needed to make a completely
objective evaluation. The legal system does require this level of detail, but organizations would
slow to a crawl if this level of investigation and proof were required prior to making every peo-
ple-related decision.
Attribution theory is best understood through an example. If you relate well with some-
one, you’re more likely to evaluate that person’s performance through rose-colored glasses; if
someone else constantly rubs you the wrong way, you may be more inclined to evaluate that
person’s performance harshly.
Not surprisingly, attributions are very much at play in all organizations, in processes such
as annual performance reviews and 360°feedback. This is because the performance of an indi-
vidual knowledge-worker is notoriously difficult to evaluate objectively. Boundaries are fuzzy,
as people work interdependently; and output is not easily measured or quantified, as this work
involves adding value as opposed to completing a whole product. Nevertheless, feedback is
required by both the organization and the employee.
AN EXAMPLE OF HOW ATTRIBUTION CAN AFFECT YOUR EVALUATION OF
ANOTHER PERSON’S PERFORMANCE
SECTION 13 TOOLS FORLEADINGPERFORMANCE 409
This person:- is deserving.
- has earned success.
- is dedicated and works hard.
- is smart.
Only he or she could have pulled this off.
This person:- was just lucky (e.g., was in the right place at
the right time). - is just a show-off.
Anyone could have done it.
We all contributed; this person simply got the
credit.
If you likethe person If you dislikethe personIf the person
succeeds