1.5 - About University

13.6A TTRIBUTION T HEORY: ASSESSINGP ERFORMANCE AND B EHAVIORInspired by Harriet Lerner, and Martin Seligman.However well-intended leaders might be, treating people fairly and impartially is not always asimple task. Some types of work are more quantifiable than others, and thus easier to evaluateobjectively; for example, product sales volumes, billable hours, product return rates, customersserved, and so on. When outcomes are measured primarily in terms of quality as opposed toquantity, however, performance is not as easily evaluated. For example, how do you objectivelyevaluate the quality of a presentation, the contribution of an individual to team output, or theusefulness of a report or a book? In cases like these, subjectivity is a necessary part of the evaluation.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 tobase our judgment. Although it’s unfortunate, assigning attributes to another person’s performanceis often necessary. It simply isn’t possible, or where possible, it would not be cost-effective,to gather the kind of detailed information that would be needed to make a completelyobjective evaluation. The legal system does require this level of detail, but organizations wouldslow to a crawl if this level of investigation and proof were required prior to making every people-relateddecision.Attribution theory is best understood through an example. If you relate well with someone,you’re more likely to evaluate that person’s performance through rose-colored glasses; ifsomeone else constantly rubs you the wrong way, you may be more inclined to evaluate thatperson’s performance harshly.Not surprisingly, attributions are very much at play in all organizations, in processes suchas annual performance reviews and 360° feedback. This is because the performance of an individualknowledge-worker is notoriously difficult to evaluate objectively. Boundaries are fuzzy,as people work interdependently; and output is not easily measured or quantified, as this workinvolves adding value as opposed to completing a whole product. Nevertheless, feedback isrequired by both the organization and the employee.A N EXAMPLE OF HOW ATTRIBUTION CAN AFFECT YOUR EVALUATION OFANOTHER PERSON’ S PERFORMANCEIf the personsucceedsIf you like the personThis person:• is deserving.• has earned success.• is dedicated and works hard.• is smart.Only he or she could have pulled this off.If you dislike the personThis person:• was just lucky (e.g., was in the right place atthe right time).• is just a show-off.Anyone could have done it.We all contributed; this person simply got thecredit.SECTION 13 TOOLS FOR LEADING PERFORMANCE 409