“Forgive Me, I'm New”: Three Experimental Demonstrations of the Effects of Attempts to Excuse Poor Performance

Abstract

Three experiments were conducted to examine subjects’ impressions of the performance of employees believed to be new to their jobs. Experiment 1 was a laboratory experiment in which 88 undergraduate students evaluated the performance of an instructor giving a lecture. Experiment 2 was a naturalistic field experiment in which 118 shoppers at a discount store evaluated the performance of the employees who bagged their orders. Finally, Experiment 3 was a field experiment in which 69 people responding to a telephone survey evaluated the performance of the interviewer. In all three experiments, participants who were not adversely affected by the workers’ job performance evaluated the workers more highly when they were believed to be new than when they had no knowledge of workers’ experience. In this case, the positive impressions sought by identifying one's newness were observed. These effects were also found among subjects rating workers who performed their jobs well despite their new status, providing evidence of an augmentation effect. However, subjects who were adversely affected by the workers’ actions evaluated workers lower when they were believed to be new than when they had no knowledge of workers’ experience. As such, the desired impression management effects backfired. The practical implications of these findings are discussed.