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

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  • C. Lakshman

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.

Suggested Citation

  • C. Lakshman, 2007. "The role of attributions and attributional accuracy in managing subordinate performance: the Indian context," International Journal of Indian Culture and Business Management, Inderscience Enterprises Ltd, vol. 1(1/2), pages 83-103.
    • Handle: RePEc:ids:ijicbm:v:1:y:2007:i:1/2:p:83-103
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