1. Perception and Attribution

2. Perception The process by which we Select and pay attention Organize and interpret Store in memory Retrieve and respond to make sense of information from the physical and social world around us.

3. Perception is… Selective Learned Culturally determined Consistent Inaccurate Adler, N,J. (2002). International dimensions of organizational behavior (4th ed.). Cincinnati: South-western.

4. Lessons… Be cautious about 1 st impressions Be aware of what you pay attention to Know your biases, pet peeves, hot buttons Recognize common perceptual filters/errors Seek wide range of differing information Accept that different people see same situation differently Work for inclusivity

5. Perception: 3 components Perceiver characteristics of the person doing the perceiving past experiences, needs, wants, values, attitudes, world view Setting (context) physical social, organizational Perceived characteristics of the person, object or event contrast, intensity size, motion, novelty

6. Processes Attention & selection Selective, conscious, automatic Encoding and organization (simplification) Schemas (person, script) interpretation Storage and retention Categorize info for future use Retrieval and response React: make decisions or judgments

7. Perceptual Distortions/Errors Stereotypes/prototypes Halo/horn effects Leniency Central tendency Recency Contrasts Selective perception Projection Self-fulfilling prophecy (expectancy)

8. 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.

9. Attribution The process by which we perceive people and causes for their behavior and make judgments Answers the question: “Why did s/he do that?”

10. Basic Attribution Process Information Beliefs Motivation Why? Perceived Causes Behavior Affect Expectations Antecedents Attribution Consequences Observed Behavior

11. Causal attributions Internal B = f (P) Caused by person, hard work, effort, ability External B = f (E) Caused by situation, luck, chance

12. Influencing factors Consensus Same behavior from other people Distinctiveness Same behavior in different situations/tasks Consistency Same behavior over time, similar situations

13. Judgment errors Judging others Fundamental attribution error Other’s behavior caused by characteristics, not situation Judging self Self serving bias Failure: blame situation Success: take credit

14. Managing Diversity Presence of individual human characteristics that make people different from one another Challenge: to value unique individual perspectives while promoting shared organizational vision and commitment

15. The four layers of diversity Personality Internal External Organizational See page 76 Kinicki & Kreitner Secondary age race gender Sexual orient physical ability ethnicity

16. Varying approaches Affirmative Action Laws and policies (EEO laws, Civil Rights Act, Age Discrimination Act, etc.) Managing diversity Striving for a match between firm, jobs, and people while recognizing individual differences and the changing workforce. Enabling people to perform to their maximum potential

17. Study: resume names Researchers sent out 500 resumes to 1300 jobs in Boston and Chicago areas. Resumes matched for education and experience - only names were changed Call-back ratesbasicskilled Carrie, Kirsten 13.0%30% Tamika5.4% Keisha3.8%9% Aisa2.2% Bertrand, M, & Mullainathan, S (2003) Are Emily and Greg more employable that Lakisha and Janal?

18. Specific Diversity Initiatives Accountability Establish policies to support diversity initiatives Treat diverse employees fairly Integrate diverse employees into mgmt ranks Development Prepare diverse ees for > responsibility and advancement Recruitment Strive to attract qualified diverse employees at all levels