Perception of Manager’s Implicit Person Theory Measure

2014 ◽  
Author(s):  
Chester Kam ◽  
Stephen D. Risavy ◽  
Elaine Perunovic ◽  
Lisa Plant
Keyword(s):  
Implicit Person Theory

Hoe interpreteren leidinggevenden het feedback-zoekende gedrag van hun medewerkers?

2009 ◽  
Vol 22 (1) ◽  
Author(s):  
Katleen E.M. De Stobbeleir ◽  
Susan J. Ashford ◽  
Mary F. Sully De Luque ◽  
Dirk Buyens
Keyword(s):  
Feedback Seeking ◽  
Performance History ◽  
Individual Outcomes ◽  
Implicit Person Theory ◽  
History Of ◽  
Underlying Mechanisms ◽  
The Relationship

In the eye of the beholder: how is feedback seeking behaviour interpreted in organisations? In the eye of the beholder: how is feedback seeking behaviour interpreted in organisations? K.E.M. de Stobbeleir, S.J. Ashford, M.F. Sully De Luque and D. Buyens, Gedrag & Organisatie, volume 22, March 2009, nr. 1, pp. 23-40 This study examined how the pattern of feedback seeking affects how feedback-seeking behaviour is evaluated in organisations. Controlling for the performance history of the feedback seeker, we studied how the type of the sought feedback (strengths versus weaknesses) and the frequency of seeking (frequent versus occasional) affect targets' impressions of feedback seekers and their seeking. We also assessed how the targets' implicit person theory and their attributions for feedback seeking affect the relationship between feedback-seeking behaviour and targets' impressions. Results show that targets' attributions for feedback seeking are one of the underlying mechanisms for why feedback seeking behaviour affects important individual outcomes in organizations and that the targets' implicit person theory is a relevant moderator of these effects.

Implicit Person Theory – Null Effects in Organizational Contexts

2020 ◽  
Vol 2020 (1) ◽  
pp. 13193
Author(s):  
Francoise Cadigan ◽  
Dara Hysmith ◽  
Giverny De Boeck
Keyword(s):  
Organizational Contexts ◽  
Implicit Person Theory

Do Subordinates Formulate an Impression of their Manager's Implicit Person Theory?

2012 ◽  
Vol 63 (2) ◽  
pp. 267-299 ◽  
Author(s):  
Chester Kam ◽  
Stephen D. Risavy ◽  
Elaine Perunovic ◽  
Lisa Plant
Keyword(s):  
Implicit Person Theory

Performance Appraisal Procedural Justice: The Role of a Manager’s Implicit Person Theory

2009 ◽  
Vol 37 (6) ◽  
pp. 1694-1718 ◽  
Author(s):  
Peter A. Heslin ◽  
Don VandeWalle
Keyword(s):  
Procedural Justice ◽  
Performance Appraisal ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Behavioral Responses ◽  
Citizenship Behavior ◽  
Implicit Person Theory ◽  
Vast Literature ◽  
Justice Perceptions

Although there is a vast literature on employee reactions to procedural injustice, little is known about the important issue of why some managers are less procedurally just than others. In this field study we found that a manager’s implicit person theory (IPT; i.e., extent of assumption that people can change) predicted employees’ perceptions of the procedural justice with which their last performance appraisal was conducted. These procedural justice perceptions in turn predicted employees’ organizational citizenship behavior, as partially mediated by their organizational commitment. This research provides an initial empirical basis for a new line of inquiry that extends existing IPT theory into the realm of perceptual, attitudinal, and behavioral responses to people as a function of their IPT. Other contributions to the IPT, performance appraisal, and procedural justice literatures are discussed.

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