{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/70439"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/70439","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"The Performance Evaluation Process: Implications of Supervisor-Subordinate Attributional Congruency for Subordinate Work Attitudes","abstract":"The performance evaluation process is viewed as an ongoing series of interactions between supervisors and subordinates that occur over time with specific concern for the transmission of causal information. While some research has examined the causes supervisors attribute to subordinate work performance, the role of the subordinate in such research largely has been ignored. The focus of this research was to examine the implications of supervisor-subordinate causal congruency for subordinate satisfaction with supervision.","abstract_html":"The performance evaluation process is viewed as an ongoing series of interactions between supervisors and subordinates that occur over time with specific concern for the transmission of causal information. While some research has examined the causes supervisors attribute to subordinate work performance, the role of the subordinate in such research largely has been ignored. The focus of this research was to examine the implications of supervisor-subordinate causal congruency for subordinate satisfaction with supervision.","abstract_has_math":false,"creators":["Ferris, Gerald Raymond"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2014,"date_issued":"2014-12-15T23:30:14Z","date_published":"2014-12-15T23:30:14Z","updated_at":"2026-07-22T22:26:02Z","subjects":["Business Administration, General","Psychology, Industrial"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["(UMI)AAI8218464"],"render_values":[{"text":"(UMI)AAI8218464","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/70439","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:creator","label":"Author","values":["Ferris, Gerald Raymond"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2014-12-15T23:30:14Z","10000-01-01","1982"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business Administration, General","Psychology, Industrial"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["http://hdl.handle.net/2142/70439","(UMI)AAI8218464"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["The performance evaluation process is viewed as an ongoing series of interactions between supervisors and subordinates that occur over time with specific concern for the transmission of causal information. While some research has examined the causes supervisors attribute to subordinate work performance, the role of the subordinate in such research largely has been ignored. The focus of this research was to examine the implications of supervisor-subordinate causal congruency for subordinate satisfaction with supervision.","The sample for this research consisted of 81 supervisor-subordinate dyads drawn from the nursing service department of a midwestern hospital. Separate questionnaires were administered to staff nurses and nurse supervisors at the end of their work shifts. Questionnaires included ratings of performance, causes of performance, and individual difference measures. Two principal measures of causal congruency were developed. One compared two direct perspectives in which congruency/incongruency between the supervisor's causal attributions were compared to the attributions made by subordinates. The other measure compared a direct perspective with a metaperspective, and was formed by the congruency/incongruency of subordinate attributions compared to the attributions subordinates think their supervisors made about their performance.","Results demonstrated that whereas the causal congruency of supervisor-subordinate direct perspectives did not relate significantly to subordinate satisfaction with supervision, the congruency of direct and metaperspectives did exhibit a significant relationship. Furthermore, causal congruency was found to covary with the perceived quality of the relationship between supervisor and subordinate. The results of this study are cast within an overall program of research and suggestions are made for further investigation. Also, the potential implications of this research for practicing managers and for the performance evaluation process in organizations are examined.","Made available in DSpace on 2014-12-15T23:30:14Z (GMT). No. of bitstreams: 1 8218464.pdf: 8204991 bytes, checksum: 455d4c8dd8256f0481c60ef79d3de1c6 (MD5) Previous issue date: 1982","Embargo set by: Seth Robbins for item 70605 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","237 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1982."]},{"key":"dc:title","label":"Title","values":["The Performance Evaluation Process: Implications of Supervisor-Subordinate Attributional Congruency for Subordinate Work Attitudes"]}]}],"canonical_facts":{"dc:creator":["Ferris, Gerald Raymond"],"dc:date":["2014-12-15T23:30:14Z","10000-01-01","1982"],"dc:description":["The performance evaluation process is viewed as an ongoing series of interactions between supervisors and subordinates that occur over time with specific concern for the transmission of causal information. While some research has examined the causes supervisors attribute to subordinate work performance, the role of the subordinate in such research largely has been ignored. The focus of this research was to examine the implications of supervisor-subordinate causal congruency for subordinate satisfaction with supervision.","The sample for this research consisted of 81 supervisor-subordinate dyads drawn from the nursing service department of a midwestern hospital. Separate questionnaires were administered to staff nurses and nurse supervisors at the end of their work shifts. Questionnaires included ratings of performance, causes of performance, and individual difference measures. Two principal measures of causal congruency were developed. One compared two direct perspectives in which congruency/incongruency between the supervisor's causal attributions were compared to the attributions made by subordinates. The other measure compared a direct perspective with a metaperspective, and was formed by the congruency/incongruency of subordinate attributions compared to the attributions subordinates think their supervisors made about their performance.","Results demonstrated that whereas the causal congruency of supervisor-subordinate direct perspectives did not relate significantly to subordinate satisfaction with supervision, the congruency of direct and metaperspectives did exhibit a significant relationship. Furthermore, causal congruency was found to covary with the perceived quality of the relationship between supervisor and subordinate. The results of this study are cast within an overall program of research and suggestions are made for further investigation. Also, the potential implications of this research for practicing managers and for the performance evaluation process in organizations are examined.","Made available in DSpace on 2014-12-15T23:30:14Z (GMT). No. of bitstreams: 1 8218464.pdf: 8204991 bytes, checksum: 455d4c8dd8256f0481c60ef79d3de1c6 (MD5) Previous issue date: 1982","Embargo set by: Seth Robbins for item 70605 Lift date: Forever Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","Restricted to the U of I community idenfinitely during batch ingest of legacy ETDs","U of I Only","237 p.","Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1982."],"dc:identifier":["http://hdl.handle.net/2142/70439","(UMI)AAI8218464"],"dc:subject":["Business Administration, General","Psychology, Industrial"],"dc:title":["The Performance Evaluation Process: Implications of Supervisor-Subordinate Attributional Congruency for Subordinate Work Attitudes"],"dc:type":["text"],"thesis:degree_discipline":["Business Administration"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:26:02Z"}