Understanding Social Perception and Managing Diversity Chapter Four Understanding Social Perception and Managing Diversity McGraw-Hill/Irwin Organizational Behavior: Key Concepts, Skills & Best Practices, 3/e Copyright © 2008 The McGraw-Hill Companies, Inc. All rights reserved.

After reading the material in this chapter, you should be able to: Describe perception in terms of the social information processing model. Identify and briefly explain six managerial implications for social perception. Explain, according to Kelley’s model, how external and internal causal attributions are formulated.

After reading the material in this chapter, you should be able to: Demonstrate your familiarity with the demographic trends that are creating an increasingly diverse workforce. Identify the barriers and challenges to managing diversity. Discuss the organizational practices used to manage diversity identified by Ann Morrison

Social Perception: A Social Information Processing Model Figure 4-1

A Social Information Processing Model of Perception Perception is the process of interpreting one’s environment.

A Social Information Processing Model of Perception Social perception involves a four-stage information processing sequence Selective attention/comprehension Encoding and simplification Storage and retention Retrieval and response

Stage 1: Selective Attention/Comprehension Attention – being consciously aware of something or someone People pay attention to salient stimuli Salient – something that stands out from context

Stage 2: Encoding and Simplification Cognitive categories – mental depositories for storing information Schema – mental picture of an event or object

Question? What is a belief about the characteristics of a group? Consensus Stereotype Personality Trait The correct answer is “B” – stereotype. See next slide.

Stage 2: Encoding and Simplification Stereotype - belief about the characteristics of a group Not always negative May or may not be accurate

Stage 2: Encoding and Simplification Stereotypes Can lead to poor decisions Can create barriers for older individuals, people of color, and people with disabilities Can undermine loyalty and job satisfaction

Stereotyping Process Categorize people into groups according to various criteria Infer that all people within a category possess the same traits Form expectations of others and interpret their behavior according to our stereotypes

Stereotyping Process Stereotypes are maintained by: Overestimating the frequency of stereotypic behavior exhibited by others Incorrectly explaining expected and unexpected behaviors Differentiating minority individuals from oneself

Commonly Found Perceptual Errors

Stage 3: Storage and Retention Event memory – information about both specific and general events Semantic memory – general knowledge about the world, mental dictionary of concepts Person memory – information about a single individual or groups of people

Stage 4: Retrieval and Response Decisions are based: On the process of drawing on, interpreting, and integrating categorical information stored in long-term memory Retrieving a summary judgment that was already made

Managerial Implications: Hiring Interviewers make hiring decisions based on their impression of how an applicant fits the perceived requirements of a job Inaccurate impressions in either direction produce poor hiring decisions

Managerial Implications: Performance Appraisal Important for managers to accurately identify the behavioral characteristics and results indicative of good performance Characteristics serve as the benchmarks for evaluating employee performance

Managerial Implications: Leadership Good leaders exhibit the following behaviors: Assigning specific tasks to group members Telling others they had done well Setting specific goals for the group Letting other group members make decisions Trying to get the group to work as a team Maintaining definite standards of performance

Managerial Implications: Leadership Poor leaders exhibit the following behaviors: Telling others they had performed poorly Insisting on having their own way Doing things without explaining themselves Expressing worry over the group members suggestions Frequently changing plans Letting the details of the task become overwhelming

Causal Attributions Causal Attributions – suspected or inferred causes of behavior

Kelley’s Model of Attribution Internal factors – personal characteristics that cause behavior External behavior – environmental characteristics that cause behavior

Question? What involves comparing a person’s behavior on one task with the behavior from other tasks? Consensus Distinctiveness Consistency Personality The correct answer is “B” – distinctiveness. See next slide.

Kelley’s Model of Attribution Consensus involves a comparison of an individual’s behavior with that of his peers. Distinctiveness involves comparing a person’s behavior on one task with the behavior from other tasks. Consistency is determined by judging if the individual’s performance on a given task is consistent over time.

Performance Charts Figure 4-2

Kelley’s Model of Attribution Consensus relates to other people Distinctiveness relates to other people Consistency relates to time

Attributional Tendencies Fundamental attribution bias - ignoring environment factors that affect behavior Self-serving bias- taking more personal responsibility for success than failure

Managerial Implications Managers tend to disproportionately attribute behavior to internal causes Attributional biases mat lead to inappropriate managerial actions An employee’s attributions for his own performance have dramatic effects on subsequent motivation, performance, and self-esteem

Defining and Managing Diversity Diversity – the host of individual differences that make people different from and similar to each other

Four Layers of Diversity Figure 4-3

Defining and Managing Diversity Affirmative action – voluntary and involuntary efforts to achieve equality of opportunity for everyone Managing diversity – creating organizational changes that enable all people to perform up to their maximum potential

Increasing Diversity in the Workforce: Demographic Trends Women and minorities are experiencing a glass ceiling Racial groups are encountering perceived discrimination There is a mismatch between workers’ educational attainment and occupational requirements The workforce is aging

Increasing Diversity in the Workforce: Demographic Trends Glass ceiling – invisible barrier blocking women and minorities from top management positions

Glass Ceiling See an article on “Breaking the Glass Ceiling” by Wirth

Increasing Diversity in the Workforce: Demographic Trends Underemployment – the result of taking a job that requires less education, training, or skills than possessed by a worker

Increasing Diversity in the Workforce: Demographic Trends Two recommendations to help organizations adapt to an aging workforce: Firms should help employees deal with personal issues associated with eldercare Employers need to make a concerted effort to keep older workers engaged and committed and their skills current

Barriers and Challenges to Managing Diversity Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning An unsupportive and hostile working environment for diverse employees Lack of political savvy on the part of diverse employees

Barriers and Challenges to Managing Diversity Difficulty in balancing career and family issues Fears of reverse discrimination Diversity is not seen as an organizational priority The need to revamp the organization’s performance appraisal and reward system Resistance to change

Specific Diversity Initiatives Accountability practices – focus on treating diverse employees fairly Development practices – focus on preparing diverse employees for greater responsibility and advancement Recruitment practices – attempts to attract qualified, diverse employees at all levels

Common Diversity Practices

Video: 40+ for Hire See BWTV discuss the trend of companies hiring older workers. (6:15) See also NBC’s More Companies Offering Benefit of Working From Home (5:02)