understanding social perception and managing diversity chapter four
TRANSCRIPT
Understanding Social Understanding Social Perception and Perception and
Managing DiversityManaging Diversity
Chapter Four
A Social Information Processing Model A Social Information Processing Model of Perceptionof Perception
•Stage 1: Selective Attention/Comprehension
•Stage 2: Encoding and Simplification
•Stage 3: Storage and Retention
•Stage 4: Retrieval and Response
•Managerial Implications
Causal AttributionsCausal Attributions
•Kelley’s Model of Attribution
•Attributional Tendencies
4-1a
Chapter Four OutlineChapter Four Outline
Defining and Documenting DiversityDefining and Documenting Diversity• Layers of Diversity• Affirmative Action and Managing Diversity• Increasing Diversity in the Workforce
Organizational Practices Used to Organizational Practices Used to EffectivelyEffectively
Manage DiversityManage Diversity• Barriers and Challenges to Managing Diversity• Ann Morrison Identifies Specific Diversity
Initiatives
4-1b
Chapter Four Outline (continued)Chapter Four Outline (continued)
Social Perception: A Social Social Perception: A Social Information Processing ModelInformation Processing Model
4-2a
Figure 4-1a
Competingenvironmental
stimuli:* People* Events* Objects
Interpretationand
categorization
Stage 1Stage 1Selective Attention/
Comprehension
Stage 2Stage 2Encoding
and Simplification
A
C
F
A
B
C
D
E
F
Social Perception: A Social Information Processing Model (continued)
4-2b
Figure 4-1b
Stage 3Stage 3Storage andRetention
Stage 4Stage 4Retrieval
and Response
MemoryJudgments and
decisionsC
Stage 1: Selective Stage 1: Selective Attention/ComprehensionAttention/Comprehension- Attention is the process of becoming aware of something or someone- People pay attention to salient stimuli
Stage 2: Encoding and SimplificationStage 2: Encoding and Simplification- Encoding is the process of interpreting environmental stimuli by using information contained in cognitive categories and schemata- The same information can be interpreted differently by people due to individual differences
4-3a
Social Information ProcessingSocial Information ProcessingModel of PerceptionModel of Perception
Stage 3: Storage and RetentionStage 3: Storage and Retention- Encoded information or stimuli is sent to long- term memory- Long-term memory is composed of three compartments containing categories of information about events, semantic materials, and people
Stage 4: Retrieval and ResponseStage 4: Retrieval and Response- Information is retrieved from memory when people make judgments and decisions
4-3b Social Information Processing Social Information Processing Model of Perception Model of Perception
(continued)(continued)
StereotypesStereotypes
A A stereotypestereotype is anis anindividual’s set of beliefsindividual’s set of beliefs
about the characteristics of a group of about the characteristics of a group of people.people.
4-4
4-5
Table 4-1
• Halo: A rater forms an overall impression about an object and then uses the impression to bias ratings about the object.
• Leniency: A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.
• Central Tendency: The tendency to avoid all extreme judgments and rate people and objects as average or neutral.
• Recency Effects: The tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively.
• Contrast Effects: The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects.
Common Perceptual ErrorsCommon Perceptual Errors
4-6a
Causal AttributionsCausal Attributions:: Suspected or inferred causes of someone’s behavior.
Attributionsaffect our
subsequentbehavior
andexpectations
aboutpeople
A behavioris observed
Peopleconsider theantecedents
of thebehavior
- Whydid the
behavioroccur?
Peopledeterminethe causesof behavior
- Thisrepresents
anattribution
AntecedentAntecedent Attribution Attribution ConsequenceConsequence
General Model of Attribution General Model of Attribution ProcessProcess
Model and Example of Attribution Model and Example of Attribution ProcessProcess
4-6b
Attribution ExampleAttribution Example
I will gotalk toemployeeand offersupport andcoaching.
- Thisemployeenever did this before.- The employee isgoingthrough abad divorce.- This employee is notmotivated.
The poorperformancewas dueto personalissuesoutside ofwork.
AntecedentAntecedent AttributionAttribution ConsequenceConsequence
An employeeturns in a
report thatcontains many
errors
Model and Example of Model and Example of Attribution Process (continued)Attribution Process (continued)
ConsensusConsensus- Involves comparing an individual’s behavior with that of his or her peers.- High consistency indicates an individual is different from peers.
Basic PremiseBasic Premise:: An attribution is based on the consensus, distinctiveness, and consistency of the observed behavior.
4-7a
DistinctivenessDistinctiveness - Involves comparing a person’s behavior or accomplishments on one task with the behavior or accomplishments from other tasks. - Highly distinctive behavior or results represents a situation where the current behavior or result is significantly different from typical behavior or results on other tasks.
Kelley’s Model of AttributionKelley’s Model of Attribution
ConsistencyConsistency- Involves comparing a person’s behavior or accomplishments on a given task over time.- High consistency implies that a person performs a certain task the same, time after time.
4-7b
PredictionsPredictions - Internal or personal attributions are made when a behavior is associated with low consensus and distinctiveness, and high consistency. - External or environmental attributions are made when a behavior is related with high consensus and distinctiveness, and low consistency.
Kelley’s Model of AttributionKelley’s Model of Attribution(continued)(continued)
ConsensusConsensus
4-8a
Figure 4-2a
PeoplePeople
Ind
ivid
ual
Ind
ivid
ual
Perf
orm
an
cePerf
orm
an
ce
A B C D EPeoplePeople
Ind
ivid
ual
Ind
ivid
ual
Perf
orm
an
cePerf
orm
an
ceA B C D E
LoLoww
HighHigh
Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission.
DistinctivenessDistinctiveness
4-8b
Figure 4-2b
TasksTasks
Ind
ivid
ual Perf
orm
an
ceIn
div
idu
al Perf
orm
an
ce
A B C D ETasksTasks
Ind
ivid
ual
Ind
ivid
ual
Perf
orm
an
cePerf
orm
an
ceA B C D E
LowLowHighHigh
Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission.
ConsistencyConsistency
4-8c
Figure 4-2c
TimeTime
Ind
ivid
ual
Ind
ivid
ual
Perf
orm
an
cePerf
orm
an
ce
TimeTimeIn
div
idu
al
Ind
ivid
ual
Perf
orm
an
cePerf
orm
an
ce
LowLow HighHigh
Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p. 56. Used with permission.
4-9
Figure 4-3
Personality
Functional Level/ Classification
Geographic Location
Age
WorkLocation Seniority
Division/Dept./Unit/
Group
WorkContent/
Field
UnionAffiliation
Mgmt.Status
MaritalStatus
ParentalStatus
Appearance
EducationalBackground
WorkExperience
Race
Income
PersonalHabits
Religion
RecreationalHabits
Ethnicity
PhysicalAbility
SexualOrientation
Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33
The Four Layers of DiversityThe Four Layers of Diversity
Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning Unsupportive and hostile work environment Lack of political savvy by diverse workers Balancing career and family issues Fears of reverse discrimination Diversity not seen as a priority Outdated performance appraisal
and reward systems Resistance to change
4-12
Barriers and Challenges to Barriers and Challenges to Managing DiversityManaging Diversity
Accountability Practices - Pertain to treating diverse employees fairly
- Create administrative procedures aimed at
integrating diverse employees into management ranks
Development Practices - Pertain to preparing diverse employees for greater responsibility and advancement
- Training programs, networks and support groups, and mentoring are frequently used
Recruitment Practices - Pertain to attracting qualified diverse employees at all levels
4-13
Table 4-3 Specific Diversity InitiativesSpecific Diversity Initiatives