Bài giảng Organizational Behavior - Chapter 7: Social Perception and Attributions

Social Perception and AttributionsChapter SevenLearning ObjectivesLO.1 Describe perception in terms of the information-processing model.LO.2 Summarize the key managerial implications of social perception.LO.3 Discuss the process of stereotype formation.LO.4 Summarize the managerial challenges and recommendations of sex role, age, racial, ethnic, and disability stereotypes.Learning Objectives (cont.)LO.5 Describe and contrast the Pygmalion effect, the Galatea effect, and the Golem effect.LO.6 Discuss how the model of the self-fulfilling prophecy is expected to work.LO.7 Explain, according to Kelley’s model, how external and internal causal attributions are formulated.LO.8 Contrast the fundamental attribution bias and the self-serving bias.An Information Processing Model of PerceptionPerception cognitive process that enables us to interpret and understand our surroundingsPerception: An Information-Processing ModelRestaurant SchemaStereotypes: Perceptionsabout Groups of PeopleStereotype An individual’s set of beliefs about the characteristics or attributes of a groupNot always negativeMay or may not be accurateCommonly Found Perceptual ErrorsSex-Role StereotypesSex-role stereotype the belief that differing traits and abilities make men and women particularly well suited to different rolesAge StereotypesAge stereotypes reinforce age discrimination because of their negative orientation.Long-standing age stereotypes depict older workers as less satisfied, not as involved with their work, less motivated, not as committedA Model of the Self-Fulfilling ProphecyPutting the Self-FulfillingProphecy to WorkRecognize that everyone has the potential to increase his or her performance.Set high performance goals.Positively reinforce employees for a job well done.Provide frequent feedback that conveys a belief in employees’ ability to complete their tasks.Give employees the opportunity to experience increasingly challenging tasks and projects.Putting the Self-FulfillingProphecy to WorkCommunicate by using facial expressions, voice intonations, body language, and encouraging comments that reflect high expectations.Provide employees with the input, information, and resources they need to achieve their goals.Introduce new employees as if they have outstanding potential.Encourage employees to stay focused on the present moment and not to worry about negative past events.Help employees master key skills and tasks.Kelley’s Model of AttributionBehavior can be attributed either to:Internal factors within a person (such as ability) or: External behavior within the environment (such as a difficult task)Kelley’s Model of AttributionConsensus involves a comparison of an individual’s behavior with that of his peers.Distinctiveness involves comparing a person’s behavior on one task with the behavior from other tasks.Consistency determined by judging if the individual’s performance on a given task is consistent over time.