End user computing employees attribution references

Intentionality and Deceptive Intentionality

Introduction

Attribution theory is very important in organizations because it helps people understand the causes of human behaviors. The primary background of the attribution theory is that people want to understand the reasons for actions they or their colleagues take (Chowhan, 2016). They always want to attribute the causes of particular behaviors within the organization. Employees’ attribution is very important especially to the management because they influence the manger’s judgments and actions in the organization. Attributions also influence the motivation of the employees (Chowhan, 2016). However, the employees perceiving that their success in the organization is attributed by external forces may be reluctant to attempt new tasks in the organization. Understanding the employees’ attribution strongly affects the employees’ performance and the effectiveness of the organization. This paper discusses various concepts applied in intentionality and deceptive intentionality attribution of the employees. It further discusses how employees’ attributions affect organizational technology in terms of innovations.

The consistency of the behavior helps in describing the person based on the observed behavior especially when faced with the same situation. This means that if the person is acting the same way in the same situation such a person has a high consistency level. However, if the consistency is different in the same situation, then the consistency is low. The distinctiveness of the individual’s behavior occurs when the observed behavior in the same in different
circumstances (Arrington, Bailey and Hopwood, 2018). If the behavior is different based on the same context, the distinctiveness, in this case, is very high. Lastly, consensus refers to the degree to which the employees would behave if they were to be put in the same situation (Arrington, Bailey and Hopwood, 2018). If the perceiver observes the same behavior of the people in the same situation with the person whose behavior is being observed, the consensus is high. The consensus is low if the behavior of other people is different in the same type of situation. These three elements are mostly evaluated when an individual’s behavior is being evaluated. This evaluation is also done when the judgment between the external and internal causes of behavior is made. When the three elements are high, the perceiver would conclude that the behavior is a result of an external cause (Jones and Davis, 2016). However, if they are low, the most probable cause of the behavior is the internal factors.

EMPLOYEES ATTRIBUTION 4

EMPLOYEES ATTRIBUTION 5

Therefore, the effects of these attributions and the nature of technologies’ outcomes are directly

Chowhan, J. (2016). Unpacking the black box: understanding the relationship between strategy, HRM practices, innovation and organizational performance. Human Resource
Management Journal, 26(2), 112-133. https://doi.org/10.1111/1748-8583.12097

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