A psychoanalytic attributional model for subordinate poor performance
研究管理者与下属对绩效不佳原因的不同看法，指出在某些情况下双方看法一致反而更损害下属心理健康，并构建了精神分析归因模型。
Abstract Managers and subordinates often have divergent perceptions as to the cause of a subordinate's poor performance. Normally, this is considered to be a significant problem in that it is correlated with a deterioration in productivity and in manager‐subordinate relations. The position taken here is that under certain circumstances, convergence of perceptions can be even more damaging to the psychological well‐being of the subordinate. These circumstances include the following: the manager's attributing the poor performance to the subordinate's lack of ability or lack of effort; the manager's being able to influence the subordinate to agree with this assessment; and the attribution being fundamentally inaccurate.