Slide 1Slide 2Slide 3Social Perception: A Social Information Processing ModelSocial Perception: A Social Information Processing Model (continued)Slide 6Slide 7StereotypesSlide 9Slide 10Slide 11Slide 12Slide 13ConsensusDistinctivenessConsistencySlide 17Slide 18Slide 19Understanding Social Understanding Social Perception and Perception and Managing DiversityManaging DiversityChapter FourA 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 ImplicationsCausal AttributionsCausal Attributions•Kelley’s Model of Attribution•Attributional Tendencies4-1aChapter Four OutlineChapter Four OutlineDefining and Documenting DiversityDefining and Documenting Diversity•Layers of Diversity•Affirmative Action and Managing Diversity•Increasing Diversity in the WorkforceOrganizational Practices Used to Organizational Practices Used to EffectivelyEffectivelyManage DiversityManage Diversity•Barriers and Challenges to Managing Diversity•Ann Morrison Identifies Specific Diversity Initiatives4-1bChapter Four Outline (continued)Chapter Four Outline (continued)Social Perception: A Social Social Perception: A Social Information Processing ModelInformation Processing Model4-2aFigure 4-1aCompetingenvironmentalstimuli:* People* Events* ObjectsInterpretationandcategorizationStage 1Stage 1Selective Attention/ComprehensionStage 2Stage 2Encodingand SimplificationACFABCDEFSocial Perception: A Social Information Processing Model (continued)4-2bFigure 4-1bStage 3Stage 3Storage andRetentionStage 4Stage 4Retrievaland ResponseMemoryJudgments anddecisionsCStage 1: Selective Stage 1: Selective Attention/ComprehensionAttention/Comprehension- Attention is the process of becoming aware of something or someone- People pay attention to salient stimuliStage 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 differences4-3aSocial Information ProcessingSocial Information ProcessingModel of PerceptionModel of PerceptionStage 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 peopleStage 4: Retrieval and ResponseStage 4: Retrieval and Response- Information is retrieved from memory when people make judgments and decisions4-3bSocial Information Processing Social Information Processing Model of Perception Model of Perception (continued)(continued)StereotypesStereotypesA A stereotypestereotype is anis anindividual’s set of beliefsindividual’s set of beliefsabout the characteristics of a group of about the characteristics of a group of people.people.4-44-5Table 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 Errors4-6aCausal AttributionsCausal Attributions:: Suspected or inferred causes of someone’s behavior.Attributionsaffect oursubsequentbehaviorandexpectationsaboutpeopleA behavioris observedPeopleconsider theantecedentsof thebehavior- Whydid thebehavioroccur?Peopledeterminethe causesof behavior- ThisrepresentsanattributionAntecedentAntecedent Attribution Attribution ConsequenceConsequenceGeneral Model of Attribution General Model of Attribution ProcessProcessModel and Example of Attribution Model and Example of Attribution ProcessProcess4-6bAttribution ExampleAttribution ExampleI 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 ConsequenceConsequenceAn employeeturns in areport thatcontains many errorsModel 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.4-7aDistinctivenessDistinctiveness - 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 AttributionConsistencyConsistency- 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.4-7bPredictionsPredictions - 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)ConsensusConsensus4-8aFigure 4-2aPeoplePeopleIndividual Individual PerformancePerformanceA B C D EPeoplePeopleIndividual Individual PerformancePerformanceA B C D ELoLowwHighHighSource: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management
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