Theoretical, Information Processing, and Situational Factors Affecting Attribution Theory Models of Organizational Behavior

Lord, Robert G.; Smith, Jonathan E.

doi:10.2307/257167

Cited by 93 publications

(96 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Hence, controls may be viewed not only to alter behavior but to affect cognitive processes. As Lord and Maher (1990) suggested, causal attribution frameworks should take into account important influencers of information processing-such as the environment in which one's performance is being self-evaluated. Thus, the conceptualization advanced here allows for consideration that attributions are not simply formulated around discrete events but are made while participating in environmental systems involving complexity and continual feedback (Hogarth 1981).…”

Section: Overviewmentioning

confidence: 99%

“…For contexts like sales, Lord and Smith (1983) suggested that performance evaluations should produce more systematic, consciously directed attributions than occur in day-to-day interactions. Under formalized control systems, feedback is normally readily available and directive toward behavioral adaptations, which in turn influence attributional processes to an even greater degree than in other contexts (Lowe and Kassin 1980).…”

Section: Sales Control Systems and Attributional Ascriptionsmentioning

confidence: 99%

See 1 more Smart Citation

Control Systems' Effect on Attributional Processes and Sales Outcomes: A Cybernetic Information-Processing Perspective

Fang

Evans

Landry

2005

Journal of the Academy of Marketing Science

View full text Add to dashboard Cite

Built upon a cybernetic information-processing framework, this article advances and empirically tests a conceptual model proposing the relationships between sales controls (outcome, activity, capability), salespeople's attributional ascriptions (effort, strategy, ability), attributional dimensions (internal/external, stable/unstable), and psychological consequences (job satisfaction, performance expectation Sales performance is a function of how salespeople adapt and adjust to successes and failures within their selling environments (Weitz, Sujan, and Sujan 1986). Understanding this adjustment process should be important to sales and marketing managers. Perhaps the most obvious means of management affecting a selling environment is through directing salespeople with sales control systems (Oliver and Anderson 1994). With regard to sales successes and failures, salespeople are likely to use these control systems as perceptual screens to filter their own evaluations of their sales performance (Lord and Maher 1990). For example, if the sales expectations of the firm focus on sales volume, low performance on volume may be attributed to too little effort (e.g., laggards), or by contrast, high performance may be attributed to high levels of effort (e.g., rate busters). Despite the importance of such performance attributions on sales behaviors (e.g., DeCarlo, Teas, and McElroy 1997), it is surprising that how control systems influence salespeople's attribution processes remains underresearched. While marketing research specifically addresses attribution retraining, or the coaching of salespeople to make helpful attributions (e.g., Sujan 1999), no research has been conducted to aid sales managers in understanding how salespeople's attributions are made within particular selling environments.

show abstract

Section: Overviewmentioning

confidence: 99%

Section: Sales Control Systems and Attributional Ascriptionsmentioning

confidence: 99%

Control Systems' Effect on Attributional Processes and Sales Outcomes: A Cybernetic Information-Processing Perspective

Fang

Evans

Landry

2005

Journal of the Academy of Marketing Science

View full text Add to dashboard Cite

show abstract

“…Attribution theory suggests that the locus of blame (in this case, salesperson or retail) is based on a customer's assessment of whether or not the same action would have occurred without a particular entity's involvement (Lord & Smith, 1983). For example, a customer may internally debate the likelihood of the salesperson behaving this way regardless of the retailer's policies regarding commissions.…”

Section: Blame On Retailermentioning

confidence: 99%

A Conceptual Framework of A Customer’s Perception of Retail Salesperson Opportunism

Magnotta

2017

IJBSR

View full text Add to dashboard Cite

A customer's perception of salesperson opportunism reflects the extent to which a customer believes that a salesperson is intentionally self-interest seeking with little regard for the consequences to the customer. While the marketing literature is rich with research examining salesperson opportunism from the managerial perspective, the consumer's perspective is underdeveloped. The customer's perception is important, such that it has implications for purchasing intentions, as well as satisfaction with the salesperson and retailer. In this research, a conceptual framework of a customer's perception of salesperson opportunism is developed. Further, propositions are set forth which provide scope, and allow for future empirical testing, of this domain. The implications of the framework and fruitful areas of potential research are discussed.

show abstract

“…Even so, Lord and Smith (1983) point out that researchers should be aware not to overgeneralize the attribution theory within organizational research, but instead to develop a more context specific attributional model. Hilton and Slugoski (1986) mentioned that although the attributional theory comes from the attribution theory, it is important to have a distinction between the two: the attribution theory addresses the cognitive reasoning behind peoples' behavior in a general way, whereas the attributional theory is an application for a more specific field or context.…”

Section: Literature Review Hr Attributions and Job Satisfactionmentioning

confidence: 99%

The Link between HR Attributions and Employees’ Turnover Intentions

Tandung

2016

GADJAH MADA INT. J. BUS.

View full text Add to dashboard Cite

Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm's performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the emp loyees' attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees' attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave. Abstrak:Manajemen sumber daya manusia (MSDM) adalah bagian fungsi organisasi yang berkontribusi pada keefektifan kinerja perusahaan dan juga merupakan sumber keunggulan kompetitif organisasi yang dicapai melalui implementasi praktik-praktik pengelolaan sumber daya manusia (SDM). Berbagai praktik pengelolaan SDM yang d iadopsi oleh manajemen dipersepsikan atau diatribusikan secara subjektif oleh para karyawan, dan selanjutnya hal ini dapat mempengaruhi sikap dan perilaku karyawan (misalnya: kepuasan kerja dan intensi untuk keluar). Penelitian ini bertujuan untuk berkontribusi pada pendekatan berbasis proses dengan menginvestigasi efek atribusi SDM terhadap intensi keluar, dengan menggunakan kepuasan kerja sebagai variabel pemediasi. Analisis penelitian ini dilakukan pada tingkat individual dengan menggunakan 454 responden yang bekerja pada berbagai perusahaan di Belanda yang bergerak di beragam sektor industri. Hasil penelitian menunjukkan bahwa atribusi SDM mempengaruhi intensi untuk keluar dari perusahaan, hanya jika hubungan tersebut dimediasi oleh kepuasan kerja. Oleh karena itu, sangat penting untuk mempertimbangkan sikap dan perilaku karyawan, ketika menganalisa bagaimana persepsi mereka terhadap praktik-praktik pengelolaan SDM, dan memprediksi intensi mereka untuk keluar dari perusahaan.

show abstract

Theoretical, Information Processing, and Situational Factors Affecting Attribution Theory Models of Organizational Behavior

Cited by 93 publications

References 0 publications

Control Systems' Effect on Attributional Processes and Sales Outcomes: A Cybernetic Information-Processing Perspective

Control Systems' Effect on Attributional Processes and Sales Outcomes: A Cybernetic Information-Processing Perspective

A Conceptual Framework of A Customer’s Perception of Retail Salesperson Opportunism

The Link between HR Attributions and Employees’ Turnover Intentions

Contact Info

Product

Resources

About