Effects of Causal Attributions on Personnel Decisions: A Social Motivation Perspective

Struthers, C. Ward; Weiner, Bernard; Allred, Keith W.

doi:10.1207/s15324834basp2002_7

Cited by 52 publications

(35 citation statements)

References 25 publications

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“…This suggests that Weiner's theory of social motivation can be applied to predicting judgments of group responsibility and affective reactions. Moreover, the success of the manipulation in Study 1 demonstrates that judgments of group responsibility can be influenced in a way similar to how it has been done in attribution studies of individual responsibility (e.g., Weiner, 1980; also see Reisenzein, 1986;Struthers et al, 1998;Zucker & Weiner, 1993). We also showed in Study 2 that measuring existing perceptions of victims' responsibility was enough to predict levels of affective responses toward them, and these relationships were commensurate to the relationships found in Study 1.…”

Section: Discussionsupporting

confidence: 75%

“…Research guided by Weiner's (1995) model has reliably explained disparate social phenomena, such as aggression (Eaton & Struthers, 2006); political ideology (Zucker & Weiner, 1993); reactions to stigma (Weiner, 1993); workplace conflict resolution and personnel selection (Struthers, Miller, Boudens, & Briggs, 2001;Struthers, Weiner, & Allred, 1998); as well as helping (Bennett & Flores, 1998;Greitemeyer et al, 2003;Reisenzein, 1986). It is only recently, however, that researchers have begun examining whether the model applies as well to group targets as it does to individual targets.…”

Section: Why People Help: An Attributional Approachmentioning

confidence: 99%

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Helping Following Natural Disasters: A Social‐Motivational Analysis¹

Marjanovic

Greenglass

Struthers

et al. 2009

J Applied Social Pyschol

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The present investigation explores how judgments of responsibility influence affective and helping reactions toward natural‐disaster victims. Guided by Weiner's (1995, 2006) theory of social motivation, we hypothesized that judging victims responsible for a disaster would indirectly lead to low rates of helping. Two studies tested this hypothesis. In Study 1, a bogus earthquake was used to test experimentally the effects of responsibility judgments (low, high). In Study 2, we surveyed attitudes about the victims of Hurricane Katrina. Our results showed that Weiner's model was supported across studies. Responsibility judgments led to anger and sympathy, and sympathy led to helping intentions, which in turn led to helping behavior. Comparisons across studies and the relationship between helping intentions and behavior are discussed.

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Section: Discussionsupporting

confidence: 75%

Section: Why People Help: An Attributional Approachmentioning

confidence: 99%

Helping Following Natural Disasters: A Social‐Motivational Analysis¹

Marjanovic

Greenglass

Struthers

et al. 2009

J Applied Social Pyschol

Self Cite

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“…Emotions Furthermore, two emotions were assessed based on items used by Struthers, Weiner, and Allred (1998).…”

Section: Cognitionsmentioning

confidence: 99%

Workplace mobbing: How the victim’s coping behavior influences bystander responses

Mulder

Bos

Pouwelse

et al. 2016

The Journal of Social Psychology

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“…In order to understand other elements of raters' motivation and how motivation affects the appraisal process, lines of research on raters' motivation had focused on raters' feelings of discomfort in conducting performance appraisal (Villanova, Bernardin, Dahmus, & Sims, 1993); raters' personality (Bernardin, Cooke, & Villanova, 2000); raters' attribution (Struthers, Weiner, & Allred, 1998); and raters' accountability (Klimoski & Inks, 1990). However, Levy and Williams (2004) found that the researchers began to question "whether all or even most raters are truly motivated to appraise accurately" (p.887).…”

Section: Raters' Appraisal Accuracy Researchmentioning

confidence: 99%

Rater’s Intention Towards Appraising Accurately

Embi

Choon

2014

JGP

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most organizations is to provide utilizable performance information of the ratees in making human resource decisions whether it is for between person decisions (e.g., promotion and salary increments); within person decisions (e.g., feedback and identifying training needs); system maintenance (e.g., manpower planning and evaluation of human resource systems); or documentation (e.g., criteria for validity studies and meeting legal needs) (Cleveland, Murphy, & Williams, 1989). Any equal, accurate appraisal is better than inaccurate appraisal (DeNisi, 2011). Hence, raters' appraisal accuracy is deemed essential in making the performance appraisal perceived as objective, fair, and transparent by the ratees.The focus of performance appraisal accuracy research shifted its format from rating scales (Bernardin, La Shells, Smith, & Alvares, 1976;Landy & Farr, 1980;Thorndike, 1920) to rater trainings (Day & Sulsky, 1995), rater cognitive process (DeNisi, Cafferty, & Meglino, 1984;Feldman, 1981;Ilgen & Feldman, 1983), rater affects (Tsui & Barry, 1986), rater motivations (Banks & Murphy, 1985;Harris, 1994;Murphy & Cleveland, 1995), and also rater goals and intentions (Murphy, 2008;Murphy & Cleveland, 1995;Spence & Keeping, 2013). Past research indicated that performance appraisal accuracy was heavily investigated because accurate appraisal were likely to be perceived by ratees as fairer, acceptable and they tend to respond positively to feedback (Ilgen, Fisher, & Taylor, 1979). DeNisi (2011) found that the problem investigating performance appraisal accuracy as dependent variable in field setting lies in the difficulty to obtain "true scores" (direct measure of accuracy) and incorrect proxy to relate appraisal accuracy with rating errors (indirect measure of accuracy).Since it is difficult to directly measure accuracy and rating errors, it does not mean it is inaccurate. Therefore it is proposed Muhamad Ali Embi ABSTRACTThe aim of this article is to stimulate thoughts and introduce new prospects to the study of performance appraisal accuracy, especially in the raters' perspective. It focuses on a relatively understudied aspect of performance appraisal which is raters' intention towards appraising accurately. In order to understand the application of this aspect, this paper attempts to develop a conceptual framework based on hypotheses of the direct and indirect factors that predict the raters' intention to appraise accurately. It is hypothesized that the raters' experience in appraising, raters' perceived purposes of appraisal, and raters' perceived information adequacy for appraising will predict the raters' intention towards appraising accurately by influencing the raters' attitude towards appraising accurately, raters' perceived subjective norms towards appraising accurately, and raters' perceived behavioral control towards appraising accurately.

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Effects of Causal Attributions on Personnel Decisions: A Social Motivation Perspective

Cited by 52 publications

References 25 publications

Helping Following Natural Disasters: A Social‐Motivational Analysis¹

Helping Following Natural Disasters: A Social‐Motivational Analysis¹

Workplace mobbing: How the victim’s coping behavior influences bystander responses

Rater’s Intention Towards Appraising Accurately

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Effects of Causal Attributions on Personnel Decisions: A Social Motivation Perspective

Cited by 52 publications

References 25 publications

Helping Following Natural Disasters: A Social‐Motivational Analysis1

Helping Following Natural Disasters: A Social‐Motivational Analysis1

Workplace mobbing: How the victim’s coping behavior influences bystander responses

Rater’s Intention Towards Appraising Accurately

Contact Info

Product

Resources

About

Helping Following Natural Disasters: A Social‐Motivational Analysis¹

Helping Following Natural Disasters: A Social‐Motivational Analysis¹