Control motivation in the observation stage of performance appraisal

Oriel Julie Strickland, Purdue University

Abstract

In order for managers to make accurate assessments of employees' performance level, they must first gather performance-related information. Although this statement is accepted among appraisal researchers, managers report spending very little time on this activity and appraisal accuracy in practice is questionable. The purpose of this dissertation was to examine managerial attention to a subordinate from a motivational standpoint. Specifically, it was thought that managerial attention might be related to managerial control. The control motivation theories of reactance and learned helplessness were used to draw hypotheses regarding attention. Reactance, or a state of low control coupled with a desire to re-gain control, was predicted to result in high managerial attention. Learned helplessness, or a state of low control coupled with a passive avoidance of control situations, was predicted to result in low managerial attention. Also of interest in this study was the relationship between attention to the subordinate and performance appraisal outcomes such as completion of the appraisal, managerial comfort with appraisal, and leniency error. The primary results of this study confirmed the hypotheses, indicating that managerial attention to a subordinate does seem to be a control-related behavior. Reactance conditions led to higher attention, whereas learned helplessness conditions led to lower attention. Results also supported some of the hypothesized links between attention to a subordinate and performance appraisal outcomes. Higher attention was related to higher appraisal completion and managerial comfort with appraisal.

Degree

Ph.D.

Advisors

Henry, Purdue University.

Subject Area

Occupational psychology

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