Attributional Processes in Work Settings (Perception, Equity, Organizations).

Abstract

This dissertation explores the structural-cognitive dimension of organizational behavior, and develops a model of how organizational factors influence the perception of workers. The first major hypothesis tested is that organizational factors systematically bias the information that actors have about each other, and that cognitive and motivational limits on the ability to process information do not allow actors to correct for the biased source of their information. The second main hypothesis is that those who are high in the organizational hierarchy and who do high skill level tasks are perceived more favorably than are others of equal ability in the organization. Four competing sub-models of attributional processes are also developed and tested. These are: (1) the pure cognitive model; (2) the equity just world model; (3) the identification model; and (4) the group conflict model. These hypotheses and models are tested in a simulated corporated office experiment. As predicted, clerks rate managers more favorably on some traits than they rate fellow clerks. The pure cognitive model was the most successful of the four sub-models in specifying the exact nature of the subjects' perceptions. Overall, the results indicate that the role that an actor plays heavily influences how that actor is perceived. The implications for studies of organizations, roles and social structure are discussed.