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© 2008The McGraw-Hill Companies, Inc. All rights reserved.
ChapterChapter 7 7
Social Perception and Attributions
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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Ch. 7 Learning Objectives
1. Describe perception in terms of the information-processing model.
2. Identify and briefly explain seven managerial implications of social perception.
3. Discuss stereotypes and the process of stereotype formation.
4. Summarize the managerial challenges and recommendations of sex-role, age, racial and ethnic, and disability stereotypes.
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Ch. 7 Learning Objectives
5. Describe and contrast the Pygmalion effect, the Galatea Effect, and the Golem Effect.
6. Discuss how the self-fulfilling prophecy is created and how it can be used to improve individual and group productivity.
7. Explain, according to Kelley’s model, how external and internal causal attributions are formulated.
8. Contrast the fundamental attribution bias and the self-serving bias.
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Perception
The process of interpreting one’s environmentSocial perception involves observing and interpreting information about others to be able to understand them and prepare our responses to them.
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Perception: An Information Processing Model
Competing environmental
stimuli People Events Objects
Interpretation and
categorization
Stage 1
Selective Attention/Comprehensi
on
Stage 2
Encoding and Simplification
Stage 3
Storage and
Retention
Stage 4
Retrieval and Response
MemoryJudgments
and decisions
A
B
C
D
E
F
A
C
F
C
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Test Your Knowledge
How are hiring decisions and performance evaluations affected by one’s perceptual process?Based on social perception research, which of the following would NOT be advised?a. Use mostly subjective measures of
performance.b. Be aware of actions that could be
perceived as unfair.c. Train interviewers and managers on how
best to objectively evaluate others.
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Test Your Knowledge
Jamie is a brand-new salesperson who has just graduated from college. Her first task is to sell consulting services to a new potential client. Based on your knowledge of social perception, which of the following would NOT be advised?a. Check her cell phone to show that she is
busy and importantb. Convey a positive attitudec. Dress professionally
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StereotypesStereotype is anindividual’s set of beliefsabout the characteristics of a group of peopleWhat are some commonly held stereotypes?
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Stereotyping: A Mental Shortcut
1) Begins by categorizing people into groups2) Infer that all people in a category possess
similar traits or characteristics3) Form expectations of others and interpret
their behavior according to stereotypes4) Stereotypes are maintained by
1) Overestimating the frequency of stereotypic behaviors exhibited by others
2) Incorrectly explaining expected and unexpected behaviors
3) Differentiating minority individuals from oneself
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Characteristics of Stereotypes• Their nature is not always
negative • Women are nurturing• Asians are smart
• Based on generalizations (often inaccurate)• Older workers are more
accident prone• Disabled workers cost a
lot of money to accommodate
• Women are more emotional
• Can lead to poor decisions and discrimination
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Test Your Knowledge
• Under what conditions would the use of stereotypes be less likely?
1. (A) Have more knowledge or (B) Have less knowledge about the individuals you work for or with
2. (A) Encourage similar people to work together or (B) offer opportunities for a diverse set of individuals to gain important job experience
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Test Your Knowledge• Josie is a hard-working administrative assistant.
She has a low attention to detail and sometimes handles customer’s calls unprofessionally. However, Josie never misses a day of work and is always on time. As a result, her manager rates her positively on many aspects of her performance. This is an example of which perceptual error?
a. Contrastb. Recencyc. Halod. Leniencye. Central Tendency
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Self-Fulfilling Prophecy
Pygmalion Effect• Someone’s high expectations
for another person result in high performance
Galatea Effect• An individual’s high self-
expectations lead to high performance
Golem Effect • Loss in performance due to low
leader expectations
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A Model of the Self-Fulfilling Prophecy
Supervisorexpectancy
6
3Motivation
4
Performance
5 1
Leadership
Subordinateself-
expectancy
2
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Test Your Knowledge
• Based on the self-fulfilling prophecy, which of the following would not be advised?
a. Instill confidence in your staffb. Identify errors in employee’s
performance, no matter how minor, and discuss them frequently
c. Treat all new employees as if they have outstanding potential
d. Set high performance goals
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Attributions
Causal Attributions: Suspected or inferred causes of behaviorAndreas has a history of turning in his monthly reports on time and with 100% accuracy. This month Andreas’ reports were accurate but a week late. Why?
a. Andreas doesn’t know how to do monthly reports.
b. Andreas is lazy.c. The information he needed was not available to
meet the deadline.
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Causes of Behavior
Internal factors – Personal characteristics that cause behavior (e.g., ability, effort)External factors – Environmental characteristics that cause behavior (e.g., task difficulty, good/bad luck)
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Kelley’s Attribution Model
Consensus – Involves the comparison of an individual’s behavior with that of his or her peers
Indiv
idual Perf
orm
ance
People
A B C D E
People
Indiv
idual
Perf
orm
ance
A B C D E
Low High
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Distinctiveness is determined by comparing a person’s behavior on one task with his or her behavior on other tasks.
Kelley’s Theory of Attribution
Tasks
Indiv
idual Perf
orm
ance
A B C D ETasks
Indiv
idual Perf
orm
ance
A B C D E
Low High
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Consistency is determined by judging if the individual’s performance on a given task is consistent over time.
Kelley’s Theory of Attribution
Time
Indiv
idual
Perf
orm
ance
Time
Indiv
idual
Perf
orm
ance
Low High
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How Kelley’s Model Works
External Attribution•High consensus•High distinctiveness•Low consistency
Internal Attribution•Low consensus•Low distinctiveness•High consistency
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Test Your Knowledge
Recall Andreas…Andreas has a history of turning in his monthly reports on time and with 100% accuracy. This month Andreas’ reports were accurate but a week late. Which of the following dimensions could we use to make attributions about Andreas?
a. Consistencyb. Distinctivenessc. Consensus
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Test Your Knowledge
Nadia’s performance is declining. Her peers performance hasn’t changed, it is occurring on several tasks, and has occurred for the past six months. This represents:
1. High (A) or Low (B) consensus2. High (A) or Low (B) distinctiveness3. High (A) or Low (B) consistency4. The attribution her supervisor is likely to make
is…a. Internalb. External
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Attributional Tendencies
Fundamental Attribution Bias ignoring environmental factors that affect behaviorYour performance is caused by you
Self-Serving Bias taking more personal responsibility for success than failureMy success is because of my effort/abilityMy poor performance is caused by something else (difficulty; bad luck)
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Test Your Knowledge:Overcoming Biases
• For each of these tips, identify which perceptual error is being prevented
--------------------------------- Do not overlook the external
causes of others’ behaviors Identify and confront your
stereotypes Evaluate people based on
objective factors Avoid making rash
judgments
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