Individual Process and Behavior
Individual Process and Behavior
Attribution Process
An attempt to explain why people do what they do is the core of attribution theory. The theory observes that events are attributed to external or internal sources. The process of attribution is affected by two problems: the tendency to make attributions when focusing on another’s behavior, fundamental attribution error; or focusing on one’s own behavior, a self-serving bias.
The banking industry exemplifies a unique environment where personal bankers are committed to fundamental attribution error and self-serving bias simultaneously. In this instance the “other” is a bank; where a banker’s efforts are considered in the best interest of the company by meeting or exceeding specified sales goals that create profit for the institution. As a result of a banker’s sales performance, quarterly bonuses are issued that reflect personal performance monetarily. The fundamental attribution error is represented by the banker’s performance that creates a profit for the company. The self-serving bias however, is the quarterly bonus a banker receives for their effort in attributing to the banks profit.
Cognitive Dissonance and Coping Strategies
Human beings prefer a state of consonance, or consistency of attitude and behavior. When one experiences dissonance, or tension caused by conflict, coping strategies take affect internally through self-rationalization. Dissonance is a motivator for changing one’s attitude or behavior to achieve an internal balance.
A personal banker is required through sales goals to achieve maximum profit for the bank. Checking accounts are tiered based on profitability through service fees; a Basic Checking account with a five dollar a month service fee creates less profit than a Prime Checking account with a thirty-five dollar service fee. A banker seeking to maximize their bonus, but act in the best interest of the customer, might encounter cognitive dissonance when closing the sale
Attribution Process
An attempt to explain why people do what they do is the core of attribution theory. The theory observes that events are attributed to external or internal sources. The process of attribution is affected by two problems: the tendency to make attributions when focusing on another’s behavior, fundamental attribution error; or focusing on one’s own behavior, a self-serving bias.
The banking industry exemplifies a unique environment where personal bankers are committed to fundamental attribution error and self-serving bias simultaneously. In this instance the “other” is a bank; where a banker’s efforts are considered in the best interest of the company by meeting or exceeding specified sales goals that create profit for the institution. As a result of a banker’s sales performance, quarterly bonuses are issued that reflect personal performance monetarily. The fundamental attribution error is represented by the banker’s performance that creates a profit for the company. The self-serving bias however, is the quarterly bonus a banker receives for their effort in attributing to the banks profit.
Cognitive Dissonance and Coping Strategies
Human beings prefer a state of consonance, or consistency of attitude and behavior. When one experiences dissonance, or tension caused by conflict, coping strategies take affect internally through self-rationalization. Dissonance is a motivator for changing one’s attitude or behavior to achieve an internal balance.
A personal banker is required through sales goals to achieve maximum profit for the bank. Checking accounts are tiered based on profitability through service fees; a Basic Checking account with a five dollar a month service fee creates less profit than a Prime Checking account with a thirty-five dollar service fee. A banker seeking to maximize their bonus, but act in the best interest of the customer, might encounter cognitive dissonance when closing the sale