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Human Resource Management (2nd Year) Midterm > Chapter 3: Perceptions, Attribution, & Diversity > Flashcards

Chapter 3: Perceptions, Attribution, & Diversity Flashcards

1
Q

Perception

A

Interpreting our sense to provide meaning to the environment

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2
Q

Components of Perception

A
  1. Perceiver
  2. Target
  3. Situation
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3
Q

Perception - Perceiver

A

their experience, needs, and emotion, can affect their perception of the target

a. Experience
Ex: caucasian men less likely to perceive gender / race barriers than woman

b. Needs
Ex: ppl who have been deprived of food will tend to see edible things in ambiguous pictures
Emotion

c. Emotion
Ex: worker who’s upset abt not getting promotion might perceive consolation as a gloating condescension

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4
Q

Perceptual Defence

A

tendency for perceptual system to defend perceiver against unpleasant emotions

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5
Q

Perception - Situation

A

every perception activity occur in a situational context, it can add info about a target

Ex : boss makes critical comments 2 weeks before he decides u get promoted or not

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6
Q

Social Identity Theory

A

“People form perceptions of themselves based on their personal characteristics & membership in social categories”

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7
Q

Personal Identity

A

based on our characteristics

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8
Q

Social identity

A

based on our perceptions of where we belong in society (rase, gender, religion)

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9
Q

Bruner’s Model of Perceptual Process

A

Model - Example

1) Unfamiliar target encountered - New co-worker

2) Openness to target cues - Observation; search for information

3) Familiar cues encountered - Co-worker is Stanford graduate with good grades

4) Target Categorized - Co-worker is “good person” with “great potential”

5) Cue selectivity - Co-worker’s poor performance ignored or distorted

6) Categorization strengthened - Co-worker is still “good person” with “great potential”

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10
Q

Perception is… (3 things)

A

1) Selective
2) Constance
3) Consistency

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11
Q

Selective

A

We do not use all available cues

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12
Q

Constancy

A

we perceive target same over time

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13
Q

Consistency

A

we ignore cues that differs from the image we have build on a person

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14
Q

Basic Biases in person Perception

A

1) Primacy & recency effects
2) Reliance on central traits
3) Implicit personality theories
4) Projection
5) Stereotyping

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15
Q

Primacy & recency effects

A

a. Primary effect : tendency to build a image of a person based on early relationship

b. Recency effect : last impression counts most
Ex : Good for job interview

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16
Q

Reliance on central traits

A

perceiving ppl based on traits that are of particular interest to us
Ex : physical appearance

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17
Q

Implicit personality theories

A

theory about which personalities go together side by side

Ex : hard-working ppl are honest, high intelligent ppl are not friendly

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18
Q

Projection

A

tendency to attribute own thoughts & feelings to others

In case of threatening / undesirable characteristics → projection can serve as perceptual defense

Ex : …., but so does everyone else!

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19
Q

Stereotyping

A

generalise about people & ignore variations among them

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20
Q

3 Specific aspect of steorotype

A

i. We distinguish some category of ppl

ii. We assume individuals in this category have certain traits

iii. We perceive that everyone in this category have this trait

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21
Q

Steorotype Threat

A

fear of confirming negative stereotype about us / one’s group

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22
Q

Attribution

A

Finding out motives to explain a person’s behaviour

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23
Q

Dispositional Attributions

A

characteristics responsible for a person’s behaviour

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24
Q

Situational Attributions

A

behaviour affected by external factors

25
Q

Determining Dispositional or Situational Attributions

A
  1. Consistency Cues
  2. Consensus Cues
  3. Distinctiveness Cues
26
Q

Consistency cues

A

how consistent the person engage in the behaviour

High consistency → dispositional

27
Q

Consensus cues

A

a person’s behaviour compare to others

Low consensus (high difference from other ppl) → dispositional

28
Q

Distinctiveness cues

A

how often does the behaviour occurs in a variety of situation

Low distinctiveness (occurs in most situation) → dispositional

29
Q

Biases in Attribution

A
  1. Fundamental attribution error
  2. Actor observer effect
  3. Self-serving bias
30
Q

Fundamental attribution error

A

tendency to explain ppl behaviour as to dispositional

a. We sometimes discard social impact on a person’s behavior

b. We see ppl in a constant, constrained situation, we don’t see them in other situation

31
Q

Actor observer effect

A

observer focuses on fundamental attribution error, while the actor focus on the situation

a. Why are actors prone to situations?
i. They are more aware about the environment they’re in → the constraints, etc

ii. They are more aware of their own feelings, intentions regarding the behaviour

32
Q

Self-serving bias

A

tendency to take credit for successful outcomes & deny for failures

Ex : when students get a good grade, they take credit for themselves. If they get bad, they blame the environment

33
Q

Competitive Advantage of Valuing & Managing Diverse Workforce

A
  • Diversity Climate
  • Steorotype Threat
34
Q

Diversity Climate

A

degree to which an org. advocate fair human resource policies, promote equal employment opportunities & inclusion, and socially integrate underrepresented employee

35
Q

Stereotype Threat

A

scared of being judged according to stereotype & their behaviour will confirm the stereotype

36
Q

Prejudice

A
  1. Explicit: positive / negative feelings of which u aware
  2. Implicit: feelings of which you are not aware
37
Q

Steorotypes in Workforce Diversity

A
  1. Racial, ethnic, & religious stereotypes
  2. Gender stereotypes
  3. Age stereotypes
  4. LGBTQ+ stereotypes
38
Q

Managing Workforce Diversity

A
  1. Recruiting
  2. Retention
  3. Development
  4. External Partnership
  5. Communication
  6. Training
  7. Staffing & Infrastructure
  8. Selection & Promotion
39
Q

Workforce Diversity - Recruiting

A

Recruiting
- Diverse recruiting teams
- Employee referral programs
- Job posting targeting specific group

40
Q

Workforce Diversity - Retention

A

Retention
- Employee benefits
- Work-life programs
- Corporate-sponsored employee resource/affinity group

41
Q

Development

A

a. Leadership development training programs

b. Mentoring programs

42
Q

External Partnership

A

a. Minority supplier program
b. Community service outreach

43
Q

Communication

A

a. Newsletter, internal website on diversity

b. Senior leadership addresses, town hall meetings, business updates

c. Award programs providing public recognition of managers & employees for diversity achievement

44
Q

Training

A

a. Awareness training on organization diversity initiative

b. Issue-based / prevention training

c. Team building & group process training

45
Q

Staffing & Infrastructure

A

a. Diverse staff
b. Executive & local diversity councils

46
Q

Selection & Promotion

A

a. Fair & valid process
b. Structured interviews

47
Q

Important Perceptions for Organizational Behavior

A
  1. Organizational climate perceptions
  2. Trust perception
  3. Perceived organizational support
48
Q

Organizational Climate Perceptions

A

Organizational climate perceptions

employee’s perceptions about org. policies, practices, procedure, & behaviour that are expected, supported, rewarded

49
Q

Safety Climate

A

Employee’s perceptions of safety-related event, practices, procedure & safety-oriented behaviour that are expected, supported, rewarded

50
Q

Trust perception

A

a. Ability: employee perception of management’s competency & skills

b. Benevolence: is management caring & concerned for their interest

c. Integrity: Does the management behave according to a set of values that employee finds acceptable

51
Q

Camaraderie (co-worker exchange)

A

Mutual trust & friendship

52
Q

Trust

A

willingness to be vulnerable & take risk with the actions of another party

53
Q

Perceived organizational support

A

employee’s belief that the org. care about their well-being

54
Q

Organizational Support Theory (OST)

A

employee who has a strong perception of org. support will care abt org. welfare & help the org. reach its objectives

55
Q

Norm of Reciprocity

A

obligation to help org. in return for what they have given us

56
Q

Perceived Supervisor Support (PSS)

A

Employee belief that their supervisor cares about them

57
Q

Role of Perception in Human Resource Management

A
  1. Perception of recruitment & selection
  2. Perceptions in employment interview
58
Q

Signaling Theory

A

applicant interpret their application process as cues for what the org. is actually like

Human Resource Management (2nd Year) Midterm (6 decks)

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