Porter, Paige Paula2014-03-142014-03-141994etd-06232009-063500http://hdl.handle.net/10919/43453Attribution theory has been used to explain the responses of individuals to others behavior. Previous research has shown that attributions for performance can influence rater's judgments and the sex of the ratee has been shown to influence the attributions made for performance. Discrepant information was used to cue the formation of attributions and these attributions were predicted to mediate the relationship between the subjects' existing view of a manager's performance and subsequent performance ratings. It was hypothesized that different attributions would be made depending on the sex of the manager and the direction of the discrepant information (positive or negative) and that these attributions would be related to performance ratings. First, no relationship between attributions and performance ratings was found. Second, the expected pattern of attributions was only found for the female manager/positive discrepancy condition. Finally, performance ratings within the positive and negative discrepancy conditions did not differ as a function of sex. Limitations of this study, possible explanations of the current results, and suggestions for future research are discussed.vi, 119 leavesBTDapplication/pdfenIn CopyrightLD5655.V855 1994.P678Attribution (Social psychology)Executives -- Rating ofSex role in the work environmentWomen executives -- Rating ofThesishttp://scholar.lib.vt.edu/theses/available/etd-06232009-063500/