Chapter 6: Social Perception, Attributes, and Perceived Fairness

2. Distinctiveness

- Does the person behave the same/receive similar outcomes in different situations? -low distinctiveness - person frequently acts a certain way/receives similar outcomes

Stereotyping

-A negative perceptual shortcut that involves forming oversimplified beliefs about an individual or a group based on the idea that everyone in that particular group behaves the same way

Implicit Personality Theories

-Assumption about how personality traits are related -learn classmate is shy - assume they are also humorless and unpopular

Organizational Fairness

-Employee's perception of organizational events, policies, and practices as being fair or unfair -primary foncern for relationships where subordinates must rely on others in higher positions -Perceptions of fairness affect employee's attitudes, and behaviors including satisfaction, commitment, trust, and turnover

Defensive Attributions

-Explanations for negative outcomes, such as tragic events, that help us avoid the feelings of vulnerability and mortality -Unrealistic optimism about the future

Informational Fairness

-Extent to which employees receive adequate info and explanations about decisions affecting their work lives

Halo Effect

-Form a general impression of something/someone based on a single (generally good) characteristic -People associate beauty with other positive characteristics -Physically attractive people possess more socially desirable characteristics than less attractive people

4. Feedback

-High expectations tend to generate more positive feedback and reinforcement and less criticism of failure

3. Output

-High-expectation employees have more opportunities to voice their opinions, speak in meetings, and participate in problem solving -managers pay closer attention to contributions

Attribution

-How people explain the cause of their own, as well as other people's behaviors and achievements -When you ace a test - it was because you worked hard -when your friend aces a test - it was luck -Internal (effort and ability) and External (lack of resources, luck, other people)

Social Context

-Look for consistencies between our schema of a particular situation and the behaviors of those actually present

Schema

-Organized patterns of thoughts or behaviors to help us quickly interpret and process info -allows us to make sense of a person, place or situation quickly based on little info provided -Guides actions and responses

Categorization

-Our tendencies to put things into groups or categories -exaggerate similarities within, and differences between groups

Fundamental Attribution Error

-Our tendency to underestimate the impact of external factors, and overestimate the impact of external factors in explaining other people's behaviors -In explaining our own behaviors - tend to overemphasize the role of external factors and underemphasize the role of internal factors

2. Input

-People labeled high performers receive more opportunities -As high-expectation employees successfully complete projects - they gain confidence, as well as the confidence of their superior -Given more challenging assignments

Projection

-Projecting our own characteristics onto others -If some is interviewing someone to hire them and they remind him of himself, he may believe candidate shares similar values, ethics, abilities

Selective Perception

-Selectively interpret what we see based on our interests, expectations, experiences, and attitudes -If you categorize someone as a hard worker, you will focus on the info related to her being a hard worker, and may overlook the info reflecting her poor performance

Social Perception

-The process in which we use available information to form impressions of others -we base our impressions off of environment, previous attitudes, and current mood

Self-Fulfilling Prophecies

-When expectations create behaviors that cause the expectations to come true -people's habits create good and bad luck

Accessibility in Memory

-When we encounter unfamiliar or conflicting characteristics, it may be unclear which schema/category to apply -Implicit Personality Theories

Interactional Fairness

-Whether the amount of info about a decision and the process was adequate and the perceived fairness of interpersonal treatment and explanations received

Goals of the Perceiver

-how people will affect our pursuit of goals

Equity Norm

-people are rewarded based on their relative levels of contribution -employees compare their own input/output ratio with the input/output ratio of fellow employees

Distributive Fairness

-the perceived fairness of the outcome received -Only refers to outcomes received - not the procedures that led us to the decision

4 factors managers use in conveying expectations to subordinates

1. Climate 2. Input 3. Output 4. Feedback

3 rules when evaluating attributions

1. Consistency 2. Distinctiveness 3. Consensus

3 types of Perceived Fairness

1. Distributive Fairness 2. Procedural Fairness 3. Interactional Fairness

Stereotype

A dysfunctional schema that is essentially an oversimplified schema for a group of people

Self-Serving Attributions

Attributing our success to internal factors and our failures to external factors -enables us to feel good about ourselves

3. Bias Suppression

Decision maker's biases should not influence decision - neither should their prior beliefs

Interpersonal Fairness

Degree to which people are treated with politeness, dignity, and respect by authorities or third-parties involved in executing procedures and determining outcomes

Contrast Effect

Evaluate our own, or someone else's characteristic by comparing it to someone you recently saw who ranks higher or lower on the same characteristic

Equality

Health benefits should be given equally to all employees - not just those in higher-level positions

4. Accuracy

Info being used should be perceived accurate

Procedural Fairness

Perceptions of fairness of the policies and procedures used to make decisions

2. Consistency

Procedure should be consistent across time and employees

1. Climate

Social and emotional atmosphere leaders create

Trust

The expectation that another person will not take advantage of us regardless of our abilities to monitor them or control them

Noninstrumental Voice

When your comments have no bearing on the decision being made

3. Consensus

Would others behave similarly in the same situation? - if everyone gets an A - consensus that it was graded easily (external factors)

1. Representativeness

all phases of the allocation process must be representative of those affected by it

5. Correctability

appeal process should be in place incase mistakes are made

1. Consistency

does the person regularly behave this way?

6. Ethicality

ethical standards should guide decision

Equity

everyones outcomes are fair based on their relative levels of contribution

Need

when employees have family emergencies - they should be granted time off to deal with them

Instrumental Voice

when your comments influence the decision being made