Perception and AttributionPerceptionPerception is…Lessons…Perception: 3 componentsProcessesPerceptual Distortions/ErrorsWhat’s going on?AttributionBasic Attribution ProcessCausal attributionsInfluencing factorsJudgment errorsManaging DiversityThe four layers of diversityVarying approachesStudy: resume namesSpecific Diversity InitiativesPerception and AttributionPerceptionThe process by which we Select and pay attentionOrganize and interpretStore in memoryRetrieve and respondto make sense of information from the physical and social world around us.Perception is…SelectiveLearnedCulturally determinedConsistentInaccurateAdler, N,J. (2002). International dimensions of organizational behavior (4th ed.). Cincinnati: South-western.Lessons…Be cautious about 1st impressionsBe aware of what you pay attention toKnow your biases, pet peeves, hot buttonsRecognize common perceptual filters/errorsSeek wide range of differing informationAccept that different people see same situation differentlyWork for inclusivityPerception: 3 componentsPerceivercharacteristics of the person doing the perceiving past experiences, needs, wants, values, attitudes, world viewSetting (context)physical social, organizationalPerceivedcharacteristics of the person, object or eventcontrast, intensity size, motion, noveltyProcessesAttention & selectionSelective, conscious, automatic Encoding and organization (simplification)Schemas (person, script)interpretationStorage and retentionCategorize info for future useRetrieval and responseReact: make decisions or judgmentsPerceptual Distortions/ErrorsStereotypes/prototypesHalo/horn effectsLeniencyCentral tendencyRecencyContrastsSelective perceptionProjectionSelf-fulfilling prophecy (expectancy)What’s going on?You are looking for a used car. You see Hondas everywhere you look.After Ralph Cramden meets his new boss, Sally, he asks for a transfer.You give everyone on your team an “A” so no one’s feelings are hurt.You forgot to turn in a report last week (first time ever). This week you received an unsatisfactory performance rating for inattention to deadlines.AttributionThe process by which we perceive people and causes for their behavior and make judgmentsAnswers the question: “Why did s/he do that?”Basic Attribution ProcessInformationBeliefsMotivationWhy?Perceived CausesBehaviorAffectExpectationsAntecedentsAttributionConsequencesObserved BehaviorCausal attributionsInternal B = f (P)Caused by person, hard work, effort, abilityExternal B = f (E)Caused by situation, luck, chanceInfluencing factorsConsensusSame behavior from other peopleDistinctivenessSame behavior in different situations/tasksConsistencySame behavior over time, similar situationsJudgment errorsJudging othersFundamental attribution errorOther’s behavior caused by characteristics, not situationJudging selfSelf serving biasFailure: blame situationSuccess: take creditManaging DiversityPresence of individual human characteristics that make people different from one anotherChallenge: to value unique individual perspectives while promoting shared organizational vision and commitmentThe four layers of diversityPersonalityInternalExternalOrganizationalSee page 76Kinicki & KreitnerSecondaryageracegenderSexual orientphysicalabilityethnicityVarying approachesAffirmative ActionLaws and policies (EEO laws, Civil Rights Act, Age Discrimination Act, etc.)Managing diversityStriving for a match between firm, jobs, and people while recognizing individual differences and the changing workforce.Enabling people to perform to their maximum potentialStudy: resume namesResearchers sent out 500 resumes to 1300 jobs in Boston and Chicago areas. Resumes matched for education and experience - only names were changedCall-back rates basic skilledCarrie, Kirsten 13.0% 30%Tamika5.4%Keisha 3.8% 9%Aisa 2.2%Bertrand, M, & Mullainathan, S (2003) Are Emily and Greg more employable that Lakisha and Janal?Specific Diversity InitiativesAccountabilityEstablish policies to support diversity initiativesTreat diverse employees fairlyIntegrate diverse employees into mgmt ranksDevelopmentPrepare diverse ees for > responsibility and advancement RecruitmentStrive to attract qualified diverse employees at all
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