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Perception and Attributions
perception
• The process of interpreting and understanding our surroundings.
• Repetitive behaviors before a game or during a game.
• Is Governor Vilsack (Coach McCarney) doing a good job. Why or Why not?
• Strong Urge to make sense of our environment.
• Have any of you traveled and been mystified by something that happens.
• Same happens at work. Why was someone promoted. Why did they get the window office. Why did they mess up on the job.
So much of our world is a manner of interpretation.
• Ghosts, auras, witchcraft?
• My experiences in Hong Kong.
Problem
• So much is open to interpretation
Same with work and supervision
• Is someone doing a good job/poor job.
• Does someone need help?
• Did you really here what someone was saying
• Supervisors are constantly assessing subordinates.
• Job performance
• Promotion potential
• Talents, skills.
Perceptual Errors is assessments
The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objectsContrast effects
The tendency to remember recent information. If the information is negative, the person or object is evaluated negativelyRecency effects
The tendency to avoid all extreme judgments and rate people and objects as average or neutralCentral tendency
A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashionLeniency
A rater forms an overall impression about an object and then uses that impression to bias ratings about the object
Halo
DescriptionPerceptual Error
7-13Table 7-2
McGraw-Hill
Self-Fulfilling Prophecy
• Self-Fulfilling Self-Fulfilling Prophecy Prophecy or Pygmalion Effect, is that people’s expectations or beliefs determine their behavior and performance, thus serving to make their expectations come true
7-14
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
A Model of the Self-FulfillingProphecy
Supervisorexpectancy
6
3Motivation
4
Performance
5 1
Leadership
Subordinateself-
expectancy
2
7-15Figure 7-2
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Methods to Increase Employees’ Self-Expectations
• Recognize that everyone has the potential to increase his or her performance
• Instill confidence in your staff• Set high performance goals• Positively reinforce employees
for a job well done• Help employees advance
through the organization
7-16
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Poor performer too if want to keep performer.
• Give tasks can succeed.
• Support person to succeed.
• Avoid monitoring.
• Avoid constant feedback.
• Avoid negative feedback.
Stereotypes
• Examples of stereotypes.
Stereotypes
• Stereotype is anindividual’s set of beliefsabout the characteristics of a group of people
7-8
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Stereotyping is a Four-Step Process
1)Begins by categorizing people into groups
2)Infer that all people in a category possess similar traits or characteristics
3)Form expectations of others and interpret their behavior according to stereotypes
4)Stereotypes are maintained
7-11
.
So Why do many people have stereotypes?
Managing Stereotypes
• Video
Attributions
• Suspected or inferred causes of behavior.
• Examples.
Modified Version of Weiner’s Attribution Model
Someoneperforms
a task
Judgmentof
success
InternalFactors
ExternalFactors
• self esteem (+)• expectancy of future success (+)• pride (+)• shame (-)• depression (-)
HigherFuturePerformance
• self esteem (+or-)• expectancy of future success (+or-)• pride (+or-)• shame (+or-)• depression (+or-)
Lower toHigherFuturePerformance
7-22Figure 7-4 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Modified Version of Weiner’s Attribution Model
Someoneperforms
a task
Judgmentof
failure
InternalFactors
ExternalFactors
• self esteem (-)• expectancy of future success (-)• pride (-)• shame (+)• depression (+)
HigherFuturePerformance
• self esteem (+or-)• expectancy of future success (+or-)• pride (+or-)• shame (+or-)• depression (+or-)
Lower toHigherFuturePerformance
7-23Figure 7-4 cont.
McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved.
Case Mary Martin
Major problems with supervision
• Fundamental attribution bias—Everything is internal
• Self Serving bias. Internal Success, External Failure.
• Problem employee Mary Martin.
• Tests.
• Trick in management. Change is most likely to occur if internal.
Summary
• People are simplistic information processors. Good qualities—speed
• Bad qualities accuracy.
• Supervisors need to work more on accuracy for critical decisions.
• Listen to diverse perceptions rather than dismiss them.
