Attribution Theory and Motivation

Attribution Theory: Key Concepts

• Attribution = a causal explanation for an event or behavior.

• Attribution-Emotion-Behavior process: attributions influence emotions, which influence motivation and behavior.

• Key dimensions for classifying attributions:

  • Locus of causality: internal vs external.

  • Stability: stable vs unstable.

  • (Optional) Controllability/intentionality (not the focus here).

• Four attribution combinations to remember:

  • (\text{internal}, \text{stable})

  • (\text{external}, \text{stable})

  • (\text{internal}, \text{unstable})

  • (\text{external}, \text{unstable})

Attribution Styles

• Optimistic attribution style (self-serving):

  • Positive outcomes attributed to internal factors; negative outcomes attributed to external factors.

  • May involve internal attributions for successes and external for failures; can foster empowerment but risk inaccuracy.

• Pessimistic attribution style:

  • Negative outcomes attributed to internal, stable factors; positive outcomes attributed to external, unstable factors.

  • Often links to low confidence and learned helplessness.

• Hostile attribution style:

  • Negative outcomes attributed to external factors that are stable; positive outcomes attributed to external factors that are unstable.

  • Linked to anger and potential aggressive responses toward others.

• Important note: Attribution styles are tendencies (biases) and not always accurate reflections of causes.

Motivational States and Attributions

• Learned Helplessness:

  • Repeated punishment/failure leads to passive, unmotivated behavior even when success is possible.

  • External barriers promote internal, stable attributions for failures and external attributions for successes, decreasing motivation.

  • Organizational norms can induce helplessness (e.g., crediting self for successes while blaming employees for failures).

• Aggression:

  • Undesirable motivational state; two forms:

  • Instrumental aggression: pursue a goal not provided by the organization.

  • Hostile aggression: aimed at harming others.

  • External and stable attributions for negative events can fuel aggression; perceived intent of the responsible party influences whether aggression occurs.

• Empowerment:

  • Heightened motivation from optimistic effort-reward expectations; linked to higher innovation and effectiveness.

  • Emerges when negative events are attributed to factors that are internally controllable or external factors that are unstable/uncontrollable.

  • Optimistic attributions can promote empowerment, but accuracy remains crucial.

• Resilience:

  • Ability to accept reality and adapt to change; promotes accurate attributions.

  • Low resilience = more extreme internal/external attributions; high resilience = closer to reality and less biased.

  • Resilience can be developed via environment and experiences; supports empowerment by maintaining accurate perceptions.

Promoting Motivational Attribution Processes

• Five techniques to foster accurate and motivational attributions:

  • Screening for resilience

  • Identify individuals with high baseline resilience during selection; helps match job stressors with attributional styles.

  • Attributional Training

  • Use assessment tools to identify biases; discuss causes of successes and failures to broaden causal search.

  • Immunization

  • Provide early, manageable successes to build confidence and prevent early internal-stable attributions for failure.

  • Increasing Psychological Closeness

  • Ensure managers have experience with subordinates’ work to reduce dispositional biases; promotes accurate feedback.

  • Multiple Raters of Performance

  • Use 360° feedback to offset individual attribution biases; builds a more accurate picture of causes of performance.

Conclusion

• Internal and stable attributions for successes and external and unstable attributions for negative events are generally linked to higher empowerment.

• Accuracy is key: empower employees by helping them understand the real causes of performance, not just by fostering optimism.

Case Studies & Quick Takeaways

• Case Study 8-1 (Managing Attributions): managerial explanations can communicate different internal/external and stable/unstable attributions; choose explanations that minimize demotivation.

• Case Study 8-2 (Deviant Behavior and Attribution): external, stable attributions for errors can increase likelihood of deviant acts; internal controllable attributions can reduce such behavior if managed properly.

Quick Reference: Attribution Styles and Motivational States

• Learned helplessness: internal & stable attributions for failures; external attributions for successes → passivity.

• Aggression: external, stable attributions for negative outcomes → anger and possible aggression; external, unstable for positive outcomes.

• Empowerment: internal controllable or external unstable/uncontrollable attributions for negative events → higher motivation and empowerment.

• Resilience: bias toward accurate attributions; reduces detrimental biases; supports long-term motivation.