The actor‐observed difference in attribution is the tendency for concerned observers (managers) of a subordinate's performance to attribute cause for the performance to factors internal to the subordinate, in direct opposition to the subordinate's external attribution for the same performance. N2 - Self‐serving attributional bias is the tendency for a subordinate to attribute personal (internal) cause for successful performance but to assign cause for failures to external factors. T1 - Self‐serving Bias and Actor‐Observer Differences In Organizations The research also served to delineate and articulate the relationship between self‐serving bias and actor‐observer differences.", Subordinates tended to attribute more externally and managers tended to attribute more internally (to the subordinate), regardless of performance level. The results also strongly supported the notion of an actor‐observer difference in performance attribution. The results revealed a strong self‐serving bias on the part of subordinates. Each manager participated in four separate simulated performance appraisals, under differing conditions of objective performance and work history, for a total of 96 interactions. Subjects with prior work experience served as subordinate/subjects. Twenty‐four experienced managers served as manager/subjects in simulated appraisal situations. This research investigated both phenomena. The research also served to delineate and articulate the relationship between self‐serving bias and actor‐observer differences.Ībstract = "Self‐serving attributional bias is the tendency for a subordinate to attribute personal (internal) cause for successful performance but to assign cause for failures to external factors. Self‐serving attributional bias is the tendency for a subordinate to attribute personal (internal) cause for successful performance but to assign cause for failures to external factors.
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