Theoretical, Information Processing, and Situational Factors Affecting Attribution Theory Models of Organizational Behavior

Lord, Robert G.; Smith, Jonathan E.

doi:10.5465/amr.1983.4287658

Cited by 138 publications

(58 citation statements)

References 44 publications

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“…Personal or dispositional (internal) factors that contribute to the motivation for committing sabotage, fraud or theft generally include malicious intent to enact revenge, motivation for power, or monetary gain. Situational (external) factors include aspects of the surrounding environment, for example, one's learned skills or actions being evaluated (Lord & Smith, 1983), and one's social network or cultural influence from community or society.…”

Section: Conceptualizationmentioning

confidence: 99%

Trustworthiness attribution: Inquiry into insider threat detection

Kaarst-Brown

Benbasat

2017

Asso for Info Science & Tech

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Insider threat is a “wicked” contemporary organizational problem. It poses significant threats to organizational operations and information security. This article reviews insider threat research and outlines key propositions to conceptualize the interpretation of dynamic human information behavior in an organizational setting, which represent an integration of trustworthiness and human sensors’ attribution in close relationships. These propositions posit that when a focal individual violates integrity‐based trust, the group can collectively attribute a shift in trustworthiness, triggering a natural peer attribution process that assigns cause to observed behavior. Group communication can thus reflect subtle changes in a focal individual's perceived trustworthiness. The ability to understand group‐based computer‐mediated communication patterns over time may become essential in safeguarding information assets and the “digital well‐being” of today's organizations. This article contributes a novel theoretical lens to examine dynamic insights on insider threat detection.

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Section: Conceptualizationmentioning

confidence: 99%

Trustworthiness attribution: Inquiry into insider threat detection

Kaarst-Brown

Benbasat

2017

Asso for Info Science & Tech

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“…Information-processing theories suggest that individuals make causal assessments of phenomena to the most proximal and salient source (Feldman, 1981;Lord and Maher, 1990). As the HR function is principally responsible for the HRM system -the collection of an organisation's HRM practices (Bowen and Ostroff, 2004) -the HRM system is a key medium through which managers and professionals experience and form opinions about the HR function's HRM capabilities (Lord and Smith, 1983). More specifically, we posit that line managers and professionals who perceive HRM practices to be highly visible and the level of HRM inducements to be high (i.e.…”

Section: The Hrm Systemmentioning

confidence: 99%

“…Capabilities are typically intangible, tacit, and ambiguous, and consequently difficult to assess (Szulanski, 1996;Denrell et al, 2004). Information-processing theories suggest that given the limitations in human information processing, individuals use heuristic cues in the process of evaluation to simplify the cognitive demands it requires (Lord and Smith, 1983). Therefore, given the difficulties involved in evaluating the extent to which the HR function is doing a good job in contributing to the success (performance) of the unit, employees have to base their perceptions on the cues that they have at their disposal (cf.…”

Section: Introduction Tmentioning

confidence: 99%

In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals

John

Björkman

2015

Human Res Mgmt Journal

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This study investigated factors influencing line managers' and professionals' perceptions of the HRM capabilities of the HR function. Using a sample of 913 managers and professionals in subsidiaries of 11 Nordic multinational corporations, we tested the extent to which features of the unit's HRM system, attitudes of the unit's general manager and characteristics of the HR manager helped explain the perceived HRM capabilities. The analysis revealed that perceived HRM practice visibility and HRM inducements (the link between individual performance and HRM‐related benefits) were strong predictors of individual perceptions of the HR function's HRM capabilities. The use of e‐HRM and the most senior manager's attitudes towards the unit's HRM practices were also significantly related to perceived HRM capabilities.

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“…Attribution theory (Jones and McGillis, 1976; Kelley, 1973; Lord and Smith, 1983) specifies the process of inference that individuals use to explain another's observed behaviour. This is often accomplished by attributing to the target person certain dispositions (e.g.…”

mentioning

confidence: 99%

Intuitive Prediction and Judgment on a Personnel Task by Naive and Experienced Judges

Carufel

Jabes

1984

Can J Adm Sci

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Two experiments examined individuals' tendencies to make extreme trait attributions and behavioral judgments based on little and nondiagnostic information. In Experiment 1, naive subjects, using only sketchy biographical information and excerpts from a fictitious personnel file, made strong attributions about a stimulus person's personality and potential in a work‐related situation. Subjects failed to make use of manipulated statistically diagnostic information, although the manipulations were correctly perceived. These judgments were held with high confidence and extended to areas about the stimulus person in which no information was given. These effects were replicated in Experiment 2 using experienced personnel officers as subjects. These results are discussed in terms of the concept of “base rate fallacy.'' Implications for interpersonal judgment in organizational settings and personnel work are presented. Résumé Au moyen de deux expériences de laboratoire, on a étudié la tendance qu'ont les individus à attribuer des traits de caractère très prononcés et à porter des jugements sur le comportement des autres à partir d'informations peu nombreuses et non systématiques. Dans la première expérience, des sujets peu expérimentés n'utilisaient qu'une biographie sommaire et des extraits d'un dossier personnel fictif. Ils se sentaient néanmoins en mesure de caractériser nettement les motivations et le potentiel d'un employé. Les sujets n'ont pas eu recours aux statistiques falsifiées qu'on leur avait fournies, mais ont décelé le sens de la falsification. Les jugements étaient portés avec une grande assurance et extrapolés à des domaines sur lesquels on n'avait fourni aucune information. La deuxième expérience était semblable à la première, à cette exception près que les sujets étaient des gestionnaires de personnel expérimentés. Les résultats des expériences sont étudiés à l'aide du concept du “sophisme du point de départ.'' On en présente les conséquences pour les jugements interpersonnels dans les organisations et la gestion du personnel.

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Theoretical, Information Processing, and Situational Factors Affecting Attribution Theory Models of Organizational Behavior

Cited by 138 publications

References 44 publications

Trustworthiness attribution: Inquiry into insider threat detection

Trustworthiness attribution: Inquiry into insider threat detection

In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals

Intuitive Prediction and Judgment on a Personnel Task by Naive and Experienced Judges

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