The role of attributions and attributional accuracy in managing subordinate performance: the Indian context

C. Lakshman

International Journal of Indian Culture and Business Management, 2007, vol. 1, issue 1/2, 83-103

Abstract: This article develops and tests an attributional model of performance management in Indian business organisations. The model includes key attributional variables such as attributional accuracy, self-internal attributions, and non-susceptibility to attributional bias, among other process variables. Using a sample of employees mostly from service organisations, the article finds support for the hypotheses. Attributional accuracy, and non-susceptibility to gender, regional, and cultural biases emerged as key predictors. Interactive behaviours, low feedback latency, and performance correction strategies were found to be linked to accurate attributions. These in turn are linked to key outcome variables. Contributions, limitations, implications for research and practice are discussed.

Keywords: accuracy; attribution; performance management; India; business management; process varaibles; Indian service organisations; gender bias; regional bias; cultural bias; culture; interaction; feedback; performance correction. (search for similar items in EconPapers)
Date: 2007
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=14472 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijicbm:v:1:y:2007:i:1/2:p:83-103

Access Statistics for this article

More articles in International Journal of Indian Culture and Business Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().