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7 Group Exercise Using Attribution Theory

This document provides instructions for analyzing a case study about an employee named Mary Martin using attribution theory to determine the causes of her performance issues and recommend corrective actions. It describes Mary's background, performance metrics that indicate she takes longer on assignments and receives negative peer reviews. Participants are asked to rate the extent to which ability, effort, job difficulty, coworkers, or luck affected Mary's performance in order to determine if the attributions are internal or external. Several potential corrective actions ranging from coercive to nonpunitive are listed for evaluation.

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Olta Kodra
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902 views3 pages

7 Group Exercise Using Attribution Theory

This document provides instructions for analyzing a case study about an employee named Mary Martin using attribution theory to determine the causes of her performance issues and recommend corrective actions. It describes Mary's background, performance metrics that indicate she takes longer on assignments and receives negative peer reviews. Participants are asked to rate the extent to which ability, effort, job difficulty, coworkers, or luck affected Mary's performance in order to determine if the attributions are internal or external. Several potential corrective actions ranging from coercive to nonpunitive are listed for evaluation.

Uploaded by

Olta Kodra
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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Group Exercise: Using Attribution Theory to Resolve Performance Problems

Objectives
1. To gain experience determining the causes of performance. 2. To decide on corrective action for employee performance.

Introduction
Attributions are typically made to internal and external factors. Perceivers arrive at their assessments by using various informational cues or antecedents. To determine the types of antecedents people use, we have developed a case containing various informational cues about an individuals performance. You will be asked to read the case and make attributions about the causes of performance. To assess the impact of attributions on managerial behavior, you will also be asked to recommend corrective action.

Instructions
Presented on the following page is a case that depicts the performance of Mary Martin, a computer programmer. Please read the case to the right and then identify the causes of her behavior by answering the questions following the case. Then determine whether you made an internal or external attribution. After completing this task, decide on the appropriateness of various forms of corrective action. A list of potential recommendations has been developed. The list is divided into four categories. Read each action, and evaluate its appropriateness by using the scale provided. Next, compute a total score for each of the four categories.

Causes of Performance
To what extent was each of the following a cause of Marys performance? Use the following scale: Very little Very much 12345 a. High ability b. Low ability c. Low effort d. Difficult job e. Unproductive co-workers f. Bad luck 1 1 1 1 1 2 1 2 2 2 2 3 2 3 3 3 3 4 3 4 4 4 4 5 4 5 5 5 5 5

Internal attribution (total score for causes a, b, and c) _____ External attribution (total score for causes d, e, and f) _____

THE CASE OF MARY MARTIN Mary Martin, 30, received her baccalaureate degree in computer science from a reputable state school in the Midwest. She also graduated with above-average grades. Mary is currently working in the computer support/ analysis department as a programmer for a nationally based firm. During the past year, Mary has missed 10 days of work. She seems unmotivated and rarely has her assignments completed on time. Mary is usually given the harder programs to work on. Past records indicate Mary, on the average, completes programs classified as routine in about 45 hours. Her co-workers, on the other hand, complete routine programs in an average time of 32 hours. Further, Mary finishes programs considered major problems, on the average, in about 115 hours. Her coworkers, however, finish these same major problem assignments, on the average, in about 100 hours. When Mary has worked in programming teams, her peer performance reviews are generally average to negative. Her male peers have noted she is not creative in attacking problems and she is difficult to work with. The computer department recently sent a questionnaire to all users of its services to evaluate the usefulness and accuracy of data received. The results indicate many departments are not using computer output because they cannot understand the reports. It was also determined that the users of output generated from Marys programs found the output chaotic and not useful for managerial decision making.

Appropriateness of Corrective Action


Evaluate the following courses of action by using the scale below: Very Inappropriate Very Appropriate 12345 Coercive Actions a. Reprimand Mary for her performance 1 2 1 1 1 1 1 2 1 1 3 2 2 2 2 3 2 2 4 3 3 3 3 4 3 3 5 4 4 4 4 5 4 4 5 5 5 5 5 5

b. Threaten to fire Mary if her performance does not improve Change Job c. Transfer Mary to another job d. Demote Mary to a less demanding job Nonpunitive Actions e. Work with Mary to help her do the job better f. Offer Mary encouragement to help her improve No Immediate Actions g. Do nothing h. Promise Mary a pay raise if she improves Compute a score for the four categories: Coercive actions = a + b = Change job = c + d = Nonpunitive actions = e + f = No immediate actions = g + h =

Questions for Discussion


1. How would you evaluate Marys performance in terms of consensus, distinctiveness, and consistency?

2. Is Marys performance due to internal or external causes?

3. What did you identify as the top two causes of Marys performance? Explain why.

4. Which of the four types of corrective action do you think is most appropriate? Explain. Can you identify any negative consequences of this choice?

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