This paper examines attribution theory—the framework for understanding how people explain behavior based on internal or external causes—and applies it to hiring and management practices in modern technology companies. The analysis demonstrates how organizations like Google leverage attribution theory by selecting employees with high internal locus of control and self-efficacy, enabling them to operate with minimal supervision while maintaining productivity and innovation. The paper argues that understanding perceptual differences in attribution allows companies to recruit individuals who believe their actions shape outcomes, resulting in better long-term performance than traditional command-and-control management structures.
Attribution theory attempts to explain how human beings attach meaning to their own behavior and the behavior of others. A key presumption of the theory is that perception is not always reality. For example, an employee might perceive his or her boss to be aggressive, or an employee might perceive all subordinates to be lazy. Attribution theory attempts to answer why this might be the case: what perceptual issues are factoring into these statements. Another definition of the theory is that it is "how and why ordinary people explain events as they do" (McLeod, 2010).
One of the earliest exponents of attribution theory was Heider (1958), who noted that people tend to explain the behavior of others based upon perceived consistent internal characteristics—in other words, saying that the other person is "that type of person" and thus is acting in such a manner. In contrast, people tend to attribute their own behaviors to external characteristics. Attribution theory has also been used to explain discrepancies in performance between high and low achievers. For example, individuals who seek out challenges tend to do so because they believe that the level of reward will be consistent with the level of effort shown. In contrast, low achievers tend to attribute success or failure to luck (Attribution theory, 2014).
This research report will provide a brief overview of the theory followed by an application of its tenants in a specific organizational context.
Weiner (1974) expanded upon the concept in his discussion of how individuals construct attributions, stating that this involved a three-stage process: perception, determination of intentional performance, and determination of causality (Attribution theory, 2013). Causal factors which the observer may use to explain the behavior include the actor's effort, ability, the difficulty of the task, or luck (Attribution theory, 2013). The extent to which these different factors are prioritized will influence the explanation of the behavior.
It is important to note that attribution theory is an explanation of perception, not actual deeds. Understanding this distinction is crucial for organizations: employees' perceptions of themselves and their colleagues shape behavior regardless of objective reality. This makes attribution theory particularly valuable for management, as it reveals why two employees might interpret identical feedback or work conditions in vastly different ways.
Google has profited from the concept of attribution theory to a great degree through its careful selection of employees. The company is much-praised as an organization because of the generous benefits it extends to all its workers, regardless of their level of seniority and the extent to which it permits a flexible managerial style. However, allowing employees a great deal of latitude is possible because the company carefully screens for workers with high levels of personal responsibility. By hiring workers with a strong locus of control who believe they control their environments through hard work, Google does not have to be a "task master" and use carrots and sticks to motivate such workers in a punitive fashion.
"Google's philosophy is that they want to attract the 'best of the best,' which means that they need lots of motivated, enthusiastic people to go out and find people like them. This logic is predicated on the assumption that a really great engineer (or, insert discipline here) is worth many times more than the average one, so expending lots of effort on finding those perfectly talented individuals pays off in a big way over time" (Barnes, 2013). Google is famous for giving engineers the ability to design and work on their own pet projects during company time, which demonstrates considerable confidence in the engineer's ability to self-regulate. Individuals who have a strong sense of self-efficacy and who take pride in their work are more likely to embark on such independent ventures successfully.
Interestingly, for a technology company, Google places a relatively low priority on technical skills alone. Of course, it wants programmers who can write code and IT professionals who know their craft. However, the ability to learn is the most important thing, and the ability to grow and develop, rather than to simply work well in the here and now. Google "aim[s] to hire people who are going to be good in the long-term, not just on immediate projects. This means that Google wants to hire people who are smart and who both desire and already possess the ability to learn new skills as needs arise. Since the tech industry is in a permanent state of change, anyone hired to be a long-term investment necessarily has to be able to roll with the punches and keep their skills sharp and current" (Barnes, 2013).
The ideal employee for Google also views him or herself not simply as an employee who is given a single, specific job to do, but as someone who is always looking to the future to enhance his or her capabilities. Not only does the employee have a strong belief in his or her abilities—the employee also believes in his or her abilities to affect the organization in a positive manner. Diverse skill sets, rather than being seen as evidence of a lack of focus or dilettantism, are an asset for Google and evidence of not pigeonholing oneself. This reflects another component of attribution theory: the concept that too many people focus on the environment rather than on changing themselves in response to the environment as a source of personal improvement.
"Success and failure of autonomy-based models"
Attribution theory highlights how different people perceive the world in different ways. When hiring effective employees, this suggests that it is best to recruit individuals who have a strong sense of self-efficacy—in other words, employees who believe that their actions have a meaningful impact upon the world, rather than see themselves as passively buffeted by external forces. Companies like Google have used employees with a strong locus of self-control to generate greater productivity and also new and innovative ideas for the company, thanks to the employee's commitment and motivation to excellence and ability to self-police themselves during the workday while pursuing independent projects.
You’re 78% through this paper. Sign up to read the remaining 1 section.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.