Ch 6 - Management
Ethically speaking, it is important to monitor your own behavior to reduce inequities in how you treat others, even if the differences seem small.
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Expectations can have physiological effects.
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Fairness is a primary concern in relationships where subordinates must rely on others in higher positions.
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High expectations have a stronger effect on disadvantaged groups or those stereotyped as low achievers, and on people who are unsure of their abilities in a particular situation.
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How people feel they are being treated by the organization can affect their perception of their pay.
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If another person is not perceived as ethical or fair, it is unlikely that they will be seen as trustworthy
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If employees perceive that an inequity exists, they are likely to withhold some of their contributions, either consciously or unconsciously, to bring the situation into better balance.
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In collectivist cultures, compensation decisions are highly influenced by "need".
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In intercultural interactions, the interpretations of behaviors are often more important than the actual behaviors themselves.
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Low interactional fairness can lead to feelings of resentment toward either the supervisor or the organization.
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Low procedural fairness increases negative outcomes such as lower job performance and withdrawal behaviors like coming to work late or putting in less effort.
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People's implicit personality theories differ based on past experiences that focus our attention on certain traits when forming impressions.
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Perceived unfairness increases the chances that employees will file lawsuits against their employers.
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Pessimistic expectations can have an even more powerful effect on behavior than optimistic expectations.
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Schemas are normally developed through experience.
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Self-fulfilling prophecies also seem to work best in newly established relationships.
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Self-handicapping serves to protect the person's sense of self-competence.
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Self-serving attributions enable us to feel good about ourselves.
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Stereotypes are hard to change.
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Subtly mirroring the interviewer's body language, tone, and posture can generate a positive impression during a job interview.
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The impressions we form of others reflect as much about our own ways of perceiving as they do about the characteristics of the person being perceived.
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We constantly receive so much information that we cannot process it all.
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We have a tendency to see members of a particular group to which we do not belong as being more alike than they actually are.
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We often assume that physically attractive people possess more socially desirable personalities than less beautiful people do, and that they lead happier and more successful lives.
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We tend to think that good things are more likely and that bad things are less likely to happen to us than to others.
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When employees perceive general organizational fairness and the organization's desire to follow through on its formal ethics programs, unethical behavior is reduced.
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Wise managers resist the natural tendency to make attributions based solely on outcomes and look for the real causes of performance.
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You don't get a second chance to make a first impression.
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Consistency leads to external attributions.
F
Equality and equity are the same thing.
F
Equity theory is concerned with differences in pay and is not applicable to intangible rewards in the workplace.
F
If an employee really isn't likely to succeed at a task, telling her that it is only a matter of effort when no amount of effort is likely to raise performance to an acceptable level is unethical.
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It is beneficial to attribute successes entirely to ability.
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Negative impressions are easier to change than positive ones.
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People have to be rewarded identically in order to perceive the rewards to be fair.
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Research has found that lower-level employees tend to attribute failure to themselves and attribute success to external factors.
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Research has found that we will only punish others' unfair behavior if we don't have to make personal sacrifices to do so.
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Schemas help us understand people, but not places or things.
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Schemas never lead us to form inaccurate perceptions
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Self-fulfilling prophecies affect individuals, but not groups.
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Self-handicapping tends to emerge during early childhood among persons with a high concern about looking competent.
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Self-serving attributions are always dysfunctional.
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The way we view someone is always the same as the way the other person views him- or herself.
F
Trust is negatively related to job performance.
F
We are more likely to notice and to be upset with being overpaid than being underpaid.
F
A belief in a just world is a defensive attribution in which we assume that bad things happen to bad people and good things happen to good people.
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Consistency leads to external attributions.
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Distributive fairness only relates to the outcome received, not the fairness of the process that generated the decision.
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Employees use perceptions of the current decision making procedures to predict how they will likely fare in the organization in the future.
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Employees use perceptions of the current decision making procedures to predict how they will likely fare in the organization in the future..
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