Modern organizations and Healthcare

Introduction

Attribution is described as a causal explanation to an event or behavior. Accurate attributions assist leaders in bringing out confidence and inspiring their employees. Therefore, for leaders to achieve this, it is important to apply techniques such as screening for resilience, attributional training, immunization, advancing psychological closeness and multiple raters of performance (Borkowski, 2016). These aspects are important in promoting motivational and accurate attributions within an organization.  For instance, the use of multiple raters of performance can advance accurate and inspiring contributions among the employees. The paper explains how leaders in an organization can promote accurate and inspiring attributions among their employees.

Leaders within an organization should conduct screening for resilience within their organization. Resilience is described as an acceptance of reality where an individual is able to hold values and uncanny ability to improvise and adapt to significant changes. Leaders should try as much as possible to attract and hire individuals who have resilience since resilient people are good at coming up with accurate attributions. Through accurate causal perceptions, resilience assists to keep people well-founded in reality and assists to shun pessimistic and hostile attributional tendency (Dodge et al., 2015). Therefore, having employees who have a high degree of resilience especially in hospitals results to accurate and motivational attributions.

Additionally, organizational leaders should perform attributional training on the employees. Even though resilience is somewhat stable and unchanging personal characteristic accurate and motivational tendencies can be developed. For instance, a leader can measure employee attribution styles using an assessment device and discuss attributional biases (Borkowski, 2016). Through this, employees would start to improve their perceptions to remedy possible biases, and with time, the correction could be subconscious enabling them to create accurate attributions in the absence of cognitive ability.

Organization leader can immunize against demotivation attributions by fostering early performance in an employee’s career. A leader should allow employees to engage in light duties and roles in an organization before engaging in a more challenging task. Through this, an employee will be able to discover that he or she has the basic ability to perform best at the job. Having an absolute understanding of their abilities and capabilities as far as work performance is concerned, an employee will be motivated and have the right perception of events and behavior (Borkowski, 2016). Therefore, this will lead to more optimistic attribution for employees by giving a primary degree of confidence at the starting point.

Consequently, to achieve accurate and motivational attributions, organizational leaders should promote psychological closeness within the organization. Psychological proximity is important because it allows the leaders to have an experience with the performance of their employees (Borkowski, 2016). For instance, choosing future managers from the existing employees and also setting up standards to be achieved from time to time. This technique will ensure that employees understand both internal and external aspects linked with success, creating a more accurate and motivational attributional response to be carried out and communicated to existing workers.

Conclusion

Organizational leaders have the ability to promote an accurate and motivational attribution among their employees. To arrive at this, leaders should create multiple raters of performance to prevent possible biases for attributional decisions. Through this, leaders will be able to get several results and evaluate to get an accurate result for the performance of employees. The use of multiple raters of performance allows leaders to have a good understanding of their employees and value them accurately using the best evaluation tool.

Reference list

Dodge, K. A., Malone, P. S., Lansford, J. E., Sorbring, E., Skinner, A. T., Tapanya, S., … & Bacchini, D. (2015). Hostile attributional bias and aggressive behavior in a global context. Proceedings of the National Academy of Sciences, 112(30), 9310-9315. Borkowski, N. (2016). Organizational behavior, theory, and design in health care (3rded.).  Boston: Jones & Bartlett.  ISBN 978-1-284-05088-2 (Chapters 5, 6, and 7).