Unit 2: Perception and Impression management Flashcards
Perception
A process by which individuals organize and interpret their sensory impressions to give meaning to their environment.
Factors influencing perception
Perceiver (attitudes, motives, experience, interests, and expectations)
Target (Novelty, motion, sound, size, bg, proximity and similiarity)
Situation (Time, work and social setting)
Process of perception
- it is a unique interpretation of the situation
- complex cognitive process, different from reality.
- Filter, recognising the difference is imp.
- perceptual world of manager, employee and reality is very different.
Subprocesses of perception
External envt., Confrontation, registration, interpretation, feedback, behavior and consequences.
Social perception
Concerned with how one individual perceives other individuals: how we get to know others
Observing and interpreting others to be able
to understand and respond appropriately.
Theory 1. Information processing model
Selective Attention/ Comprehension (Competing envt. stimuli)
Encoding and Simplification (Interpretation and categorisation)
Storage and Retention (Memory)
Retrieval and Response (Judgements and decisions)
Attribution
The process by which individuals explain the cause of behaviors and events that they perceive.
Theory 2: Attribution theory
When individuals observe behavior, they attempt to determine whether it is internally or externally caused.
Factors: (1) distinctiveness, (2) consensus,
and (3) consistency.
Theory 3: Correspondent Inference Theory
others’ behavior reflects their stable traits when (1) is freely chosen;
(2) yields distinctive, noncommon effects; and
(3) is low in social desirability
Fundamental attribution error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others. (Correspondence bias)
Actor-observer effect
The tendency to attribute our own behavior mainly to situational causes but the behavior of others mainly to internal (dispositional) causes.
Self-Serving Bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.
Shortcuts in judging others
Selective perception, halo/horn effect, contrast effects
Selective perception
People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
Halo/horn effect
Drawing a general impression about an individual on the basis of a single characteristic
Contrast effect
Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
Projection
Attributing one’s own characteristics to other people.
Stereotyping
Judging someone on the basis of one’s perception of the group to which that person belongs.
Managerial implications of social perception
Employment interviews, performance expectations, performance evaluation, employee effort and ethnic profiling
Implicit personality theories
beliefs about what traits or characteristics tend to go together
Impression management (IM)
Process by which individuals attempt to control the impression others form of them.
Situations
Individuals who work remotely from their supervisors engage in high levels
Most job applicants use IM techniques in interviews
Applicants appear to use self-promotion more than ingratiation
Ingratiation also works well in interviews; applicants who compliment the interviewer, agree with his or her opinions, and emphasize areas of fit do better than those who don’t.
Ingratiation is positively related to performance ratings, However, those who self-promote actually seem to receive lower performance evaluations
Stereotypes
Beliefs about social groups in terms of the traits or characteristics that they are believed to share
Stereotypes are cognitive frameworks that influence the processing of social information
An individuals’ set of beliefs about the characteristics or attributes of a group
Process of stereotype formation
Categorizations, inferences, expectations and maintenance.
Managerial challenges of stereotype formation
May or may not be accurate
Can lead to poor decisions
Can create barriers
Gender stereotype: glass ceiling effect/glass cliff effect
Age stereotype
Racial and ethnic stereotype
Disability stereotype
