Understanding Social Understanding Social Perception and Perception and

Managing DiversityManaging Diversity

Chapter Four

A Social Information Processing Model A Social Information Processing Model of Perceptionof Perception

•Stage 1: Selective Attention/Comprehension

•Stage 2: Encoding and Simplification

•Stage 3: Storage and Retention

•Stage 4: Retrieval and Response

•Managerial Implications

Causal AttributionsCausal Attributions

•Kelley’s Model of Attribution

•Attributional Tendencies

4-1a

Chapter Four OutlineChapter Four Outline

Defining and Documenting DiversityDefining and Documenting Diversity• Layers of Diversity• Affirmative Action and Managing Diversity• Increasing Diversity in the Workforce

Organizational Practices Used to Organizational Practices Used to EffectivelyEffectively

Manage DiversityManage Diversity• Barriers and Challenges to Managing Diversity• Ann Morrison Identifies Specific Diversity

Initiatives

4-1b

Chapter Four Outline (continued)Chapter Four Outline (continued)

Social Perception: A Social Social Perception: A Social Information Processing ModelInformation Processing Model

4-2a

Figure 4-1a

Competingenvironmental

stimuli:* People* Events* Objects

Interpretationand

categorization

Stage 1Stage 1Selective Attention/

Comprehension

Stage 2Stage 2Encoding

and Simplification

A

C

F

A

B

C

D

E

F

Social Perception: A Social Information Processing Model (continued)

4-2b

Figure 4-1b

Stage 3Stage 3Storage andRetention

Stage 4Stage 4Retrieval

and Response

MemoryJudgments and

decisionsC

Stage 1: Selective Stage 1: Selective Attention/ComprehensionAttention/Comprehension- Attention is the process of becoming aware of something or someone- People pay attention to salient stimuli

Stage 2: Encoding and SimplificationStage 2: Encoding and Simplification- Encoding is the process of interpreting environmental stimuli by using information contained in cognitive categories and schemata- The same information can be interpreted differently by people due to individual differences

4-3a

Social Information ProcessingSocial Information ProcessingModel of PerceptionModel of Perception

Stage 3: Storage and RetentionStage 3: Storage and Retention- Encoded information or stimuli is sent to long- term memory- Long-term memory is composed of three compartments containing categories of information about events, semantic materials, and people

Stage 4: Retrieval and ResponseStage 4: Retrieval and Response- Information is retrieved from memory when people make judgments and decisions

4-3b Social Information Processing Social Information Processing Model of Perception Model of Perception

(continued)(continued)

StereotypesStereotypes

A A stereotypestereotype is anis anindividual’s set of beliefsindividual’s set of beliefs

about the characteristics of a group of about the characteristics of a group of people.people.

4-4

4-5

Table 4-1

• Halo: A rater forms an overall impression about an object and then uses the impression to bias ratings about the object.

• Leniency: A personal characteristic that leads an individual to consistently evaluate other people or objects in an extremely positive fashion.

• Central Tendency: The tendency to avoid all extreme judgments and rate people and objects as average or neutral.

• Recency Effects: The tendency to remember recent information. If the recent information is negative, the person or object is evaluated negatively.

• Contrast Effects: The tendency to evaluate people or objects by comparing them with characteristics of recently observed people or objects.

Common Perceptual ErrorsCommon Perceptual Errors

4-6a

Causal AttributionsCausal Attributions:: Suspected or inferred causes of someone’s behavior.

Attributionsaffect our

subsequentbehavior

andexpectations

aboutpeople

A behavioris observed

Peopleconsider theantecedents

of thebehavior

- Whydid the

behavioroccur?

Peopledeterminethe causesof behavior

- Thisrepresents

anattribution

AntecedentAntecedent Attribution Attribution ConsequenceConsequence

General Model of Attribution General Model of Attribution ProcessProcess

Model and Example of Attribution Model and Example of Attribution ProcessProcess

4-6b

Attribution ExampleAttribution Example

I will gotalk toemployeeand offersupport andcoaching.

- Thisemployeenever did this before.- The employee isgoingthrough abad divorce.- This employee is notmotivated.

The poorperformancewas dueto personalissuesoutside ofwork.

AntecedentAntecedent AttributionAttribution ConsequenceConsequence

An employeeturns in a

report thatcontains many

errors

Model and Example of Model and Example of Attribution Process (continued)Attribution Process (continued)

ConsensusConsensus- Involves comparing an individual’s behavior with that of his or her peers.- High consistency indicates an individual is different from peers.

Basic PremiseBasic Premise:: An attribution is based on the consensus, distinctiveness, and consistency of the observed behavior.

4-7a

DistinctivenessDistinctiveness - Involves comparing a person’s behavior or accomplishments on one task with the behavior or accomplishments from other tasks. - Highly distinctive behavior or results represents a situation where the current behavior or result is significantly different from typical behavior or results on other tasks.

Kelley’s Model of AttributionKelley’s Model of Attribution

ConsistencyConsistency- Involves comparing a person’s behavior or accomplishments on a given task over time.- High consistency implies that a person performs a certain task the same, time after time.

4-7b

PredictionsPredictions - Internal or personal attributions are made when a behavior is associated with low consensus and distinctiveness, and high consistency. - External or environmental attributions are made when a behavior is related with high consensus and distinctiveness, and low consistency.

Kelley’s Model of AttributionKelley’s Model of Attribution(continued)(continued)

ConsensusConsensus

4-8a

Figure 4-2a

PeoplePeople

Ind

ivid

ual

Ind

ivid

ual

Perf

orm

an

cePerf

orm

an

ce

A B C D EPeoplePeople

Ind

ivid

ual

Ind

ivid

ual

Perf

orm

an

cePerf

orm

an

ceA B C D E

LoLoww

HighHigh

Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission.

DistinctivenessDistinctiveness

4-8b

Figure 4-2b

TasksTasks

Ind

ivid

ual Perf

orm

an

ceIn

div

idu

al Perf

orm

an

ce

A B C D ETasksTasks

Ind

ivid

ual

Ind

ivid

ual

Perf

orm

an

cePerf

orm

an

ceA B C D E

LowLowHighHigh

Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p 56. Used with permission.

ConsistencyConsistency

4-8c

Figure 4-2c

TimeTime

Ind

ivid

ual

Ind

ivid

ual

Perf

orm

an

cePerf

orm

an

ce

TimeTimeIn

div

idu

al

Ind

ivid

ual

Perf

orm

an

cePerf

orm

an

ce

LowLow HighHigh

Source: KA Brown, “Explaining Group Poor Performance: an Attributional Analysis,” Academy of Management Review, January 1984, p. 56. Used with permission.

4-9

Figure 4-3

Personality

Functional Level/ Classification

Geographic Location

Age

WorkLocation Seniority

Division/Dept./Unit/

Group

WorkContent/

Field

UnionAffiliation

Mgmt.Status

MaritalStatus

ParentalStatus

Appearance

EducationalBackground

WorkExperience

Race

Income

PersonalHabits

Religion

RecreationalHabits

Ethnicity

PhysicalAbility

SexualOrientation

Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33

The Four Layers of DiversityThe Four Layers of Diversity

Inaccurate stereotypes and prejudice Ethnocentrism Poor career planning Unsupportive and hostile work environment Lack of political savvy by diverse workers Balancing career and family issues Fears of reverse discrimination Diversity not seen as a priority Outdated performance appraisal

and reward systems Resistance to change

4-12

Barriers and Challenges to Barriers and Challenges to Managing DiversityManaging Diversity

Accountability Practices - Pertain to treating diverse employees fairly

- Create administrative procedures aimed at

integrating diverse employees into management ranks

Development Practices - Pertain to preparing diverse employees for greater responsibility and advancement

- Training programs, networks and support groups, and mentoring are frequently used

Recruitment Practices - Pertain to attracting qualified diverse employees at all levels

4-13

Table 4-3 Specific Diversity InitiativesSpecific Diversity Initiatives