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Do you really expect me to apologize? The impact of status and gender on the effectiveness of an apology in the workplace
Author(s) -
Walfisch Tamar,
Van Dijk Dina,
Kark Ronit
Publication year - 2013
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/jasp.12101
Subject(s) - sincerity , psychology , social psychology , expectancy theory
We examine the effectiveness of apology following a workplace offense, as influenced by the achieved or ascribed status (i.e., professional status or gender) of the parties involved. A total of 780 undergraduates participated in a scenario experiment. The results demonstrate that apologizing is more effective than not apologizing. Yet apology is most effective when the apologizer is a male, a manager or is a male apologizing to a female. Moreover, apology expectancy mediates the relationships between the apologizer's status and the apology's effectiveness: Apologies are less expected from managers and males than from subordinates and females, and the less expected they are, the greater their effectiveness. Apology expectancy has a unique effect unrelated to the apologizer's sincerity and perceived motive.