Chapter 3 Flashcards
What are the components of perception?
- Perceiver
- Target (What you’re looking at)
- Situation
Perception
Interpreting messages of the senses to provide order and meaning to the environment.
Perceptual defense
The tendency for the perceptual system to defend the perceiver against unpleasant emotions.
Social Identity Theory (SIT)
A theory that states that people form perceptions of themselves based on their personal characteristics and membership in social categories
Primacy effect
The tendency for a perceiver to rely on early cues or first impressions
Recency effect
The tendency for a perceiver to rely on recent cues or last impressions
Central traits
Personal characteristics of a target person that are of interest to a perceiver
Implicit personality traits
Personal theories that people have about which personality characteristics go together
Projection
The tendency for perceivers to attribute their own thoughts and feelings to others
Stereotyping
The tendency to generalize about people in a certain social category and ignore variations among them
Attribution
The process by which causes or motives are assigned to explain people’s behaviour
Dispositional attributions
Explanations for behaviour based on an actor’s personality or intellect
Situations attributions
Explanations for behaviour based on an actor’s external situation or environment
Consistency clues
Attribution cues that reflect how consistently a person engages in a behaviour over time
Consensus cues
Attribution cues that reflect how a person’s behaviour compares with that of others
Distinctiveness cues
Attribution cues that reflect the extent to which a person engages in some behaviour across a variety of situations
Fundamental attribution error
The tendency to overemphasize dispositional explanations for behaviour at the expense of situational explanations
Actor-observer effect
The propensity for actors and observers to view the causes of the actor’s behaviour dufferently
Self-serving bias
The tendency to take credit for successful outcomes and to deny responsibility for failures
Workforce diversity
Differences among recruits and employees in characteristics such as gender, race, age, religion, cultural background, physical ability or sexual orientation
Stereotype threat
Members of a social group feel they might be judged or treated according to a stereotype and that their behaviour and/or performance will confirm the stereotype
Trust
A psychological state in which one has a willingness to be vulnerable and to take risks with respect to the actions of another party
Perceived organizational support
Employees’ general belief that their organization values their contribution and cares about their well-being
Organizational support theory
A theory that states that employees who have strong perceptions of organizational support feel an obligation to care about the organization’s welfare and to help the organization achieve its objectives
Perceived supervisor support
Employees’ general belief that their supervisor values their contribution and cares about their well-being
Signalling theory
Job applicants interpret their recruitment experiences as cues or signals about unknown characteristics of a job and an organization and what it will be like to work in an organization
Contrast effects
Previously interviewed job applicants affect an interviewer’s perception of a current applicant, leading to an exaggeration of differences between applicants
Leniency
The tendency to perceive the job performance of ratees as especially good
Harshness
The tendency to perceive the job performance of ratees as especially ineffective
Central tendency
The tendency to assign most ratees to middle-range job performance categories
Halo effect
The rating of an individual on one trait or characteristic tends to colour ratings on other traits or characteristics
Similar-to-me effect
A rater gives more favourable evaluations to people who are similar to the rater in terms of background or attitudes
Behaviourally anchored rating scale (BARS)
A rating scale with specific behavioural examples of good, average and poor performance
Frame-of-reference (FOR) training
A training method to improve rating accuracy that involves providing raters with a common frame of reference to use when rating individuals
What are the effects of diversity in the workplace?
Diversity in the workplace improves
- Problem solving, creativity, marketing
- The recruiting of talent
- Competitiveness in global markets
- Financial performance
