Responses to Successful and Unsuccessful Performance: The Moderating Effect of Self-Efficacy on the Relationship between Performance and Attributions

Abstract

This paper reports on two experiments which explore how individuals with high and low self-efficacy differ in the way they interpret performance feedback and make causal attributions to sustain their self-efficacy perceptions for subsequent performance attempts. The results from Study 1 show that high self-efficacy people make self-serving attributions for unsuccessful performance, while low self-efficacy individuals make self-effacing attributions for unsuccessful performance. In Study 2, these attribution patterns were replicated and shown to combine with past performance, to account for 53% of the variance in subsequent self-efficacy. The implications for improving training interventions, and for understanding the causes of poor performance, are discussed.