Performance attributional effects on feedback from superiors

Abstract

Forty supervisors of three-person work groups directed the performance activity of the group members and gave feedback to one of the three subordinates. In each case, confederates served as subordinates and both performance and attributionally relevant information about performance were manipulated. The data showed that when required to give feedback to subordinates, supervisors significantly distorted their feedback to make it more positive for low performers and that this effect was most pronounced for those for whom they believed poor performance was due to lack of ability. In addition, the nature of specific feedback given to subordinates varied as a function of performance attributions.