Practice Assignment SME Topic 3

3 key quotes about perception

1. “its not what u look at, its what u see”

2. “when u change the way u look @ things, the things u look @ change”

3. we don’t see things as they are, we see them as we are”

perception

process of interpreting the msgs of our sense to provide order & meaning to the enviro

3 key sub-processes within perception

1. interpreting: filtering sensory input through the brain

2. ordering: prioritizing stimuli based on values, needs, & motive

3. meaning making: assigning significance, which drives decisions

perceptual defence

tendency for the perceptual system to defend the perceiver from unpleasant emotions

seeing what u want to see

3 components of perception

1. perceiver: influenced by exp, needs, emots, IQ, EQ, CQ, & bg

2. target: more ambiguous = more subjective perception

3. situation: context, timing, enviro

social id theory

ppl form perceptions of themselves & others based on their personal chars & memberships in various social cats

diff btwn personal & social id

personal id: unique personal chars

social id: based on belonging to various social groups

prototype

most typical attributes embodied by members that belong to a social cat

2 most commonly utilized perception models in industry

1. the perceptual processing / 5-stage model

2. Bruner’s model of perceptual processing

5 stages of perceptual processing model

1. enviro stim: everything around u

2. observation: 5+1 senses

3. perceptual selection: choosing attention

4. perceptual orga/construct: reality from selected

5. interpretation: assign mean/cause, where errors occur

bruner’s model of perceptual processing

1. unfamiliar target encountered

2. openness to target cues

3. familiar cues encountered

4. target categorization

5. cue selectivity (confirmation bias)

6. categorization strengthening

attribution

process by which causes/motives are assigned to explain pals behaviours

at interpretation stage

diff btwn int/dispos & ext/sit attribution

int/dispos: attributing outcomes to a persons personality, intellect, or values

ext/sit: attributing outcomes to the sit, enviro, or ext factors e.g. teammates, tech, culture

3 pieces of data that must be collected b4 making an attribution abt persons behav

1. consistency: do they do this regularly or constantly

2. consensus: do most ppl do this or is it unique to them

3. distinctiveness: do they do this in many sits or j 1

low distinctiveness, low consensus, high consistency =

int attribution

high distinctiveness, high consensus, low consistency =

ext attribution

9 most common perception errors committed by humans in the work place

1. attribution biases: FAE, a-o effect, s-s

2. stereotyping

3. self-fulfilling prophecy

4. halo/horn

5. projection

6. implicit personality theory

7. primacy effect

8. recency effect

9. reliance on central traits

fundamental attribution error (FAE)

tendency to overemphasize dispos/int explanations for others’ behaviour & underestimate sit factors

actor-observer effect

propensity for actors to attribute their own behaviour to sit causes, while observers attribute the actors behaviour to dispos causes

opp of FAE

self-serving bias

tendency to take credit for successful outcomes (int attribution) & deny responsibility for failures ( ext attribution)

3 vars from week 2 if u measured high in, would lower prob of committing self-serving bias

1. high EQ

2. high internal locus of control

3. high agreeableness

stereotyping

tendency to generalize abt ppl in a social cat & ignore variations among them

passive

biggest probs w stereotyping

serves a barrier to valuing diversity

self-fulfilling prophecy

when our expectations abt another person cause that person to act in a way that is consistent with those expectations

shows in behaviours - comm, respect, conflict

biggest prob w self-fulfilling prophecy

Pygmalion effect: high expectations lead to improved performance (v.v. low expectations → low performance)

2 vars from big5+7 is exactly pygmalion effect for successful coaching/teaching

1. self-efficacy

2. self-esteem

connection btwn stereotyping & self-fulfilling prophecy

stereotyping always leads to self-fulfilling prophecy

s creates expectation, behave according to expectation, emp fulfills prophecy

halo

when 1 pos trait forms a general favourable impression that influences perception of other traits

horn

when 1 neg trait forms a general unfavourable impression

opp halo

projection

tendency for perceivers to attribute their own thoughts & feelings to others

assumption that others are like me

form of perceptual defence

implicit personality theory

personal theories that ppl have abt which personality chars go tgthr

e.g. bob loves power —> pos or neg

halo & implicit personality theory diff

halo: influence of 1 known trait on judgment of other unknown traits

ipt: pre-existing network of beliefs abt which traits correlate w each other

primacy effect

tendency to rely on early cues or 1st impressions

recency effect

tendency to rely on the most recent cues or last impressions

reliance on central traits

personal chars of a target that are of particular interest to a perceiver

e.g. physical, height, weight

anything u connect to pos or neg

4 challenges in workplace related to perception

1. workforce diversity

2. trust

3. perceived orga support (POS)

4. human resource management

workforce diversity

diffs among emps or potential recruits in chars such as gender, race, age, religion, physical ability, sexual orientation

stereotyping in check = values

stereotype threat

members of a social group feel they might be judged according to a stereotype & their performance/behav might confirm it

lower cog ability & performance in threatening sits

pressure to downplay their membership & conform

trust & 2 elements

are u willing to be vulnerable & take risks in ur orga

1. benevolence: belief that management cares & wellbeing

2. integrity: belief that management adheres to acceptable values & principles

perceived orga support (POS)

emps belief that their orga values their contributions & cares abt their well being

norm of reciprocity

low = lower JS, commitment, stress strain, absent, turnover

human resource management (HRM)

study/prac/consulting of systems

recruit & select (R&S)

train & devel (T&D)

signalling theory (R&S)

job applicants interpret their R&S exps as cues/signals abt unknown chars of job/orga

contrast effects (R&S)

interviewers perception of current applicant is influenced by (& exaggerated) prev applicants

y imp value workplace diversity

improved prob solv & creativity when diverse perspectives brought

improved recruiting & marketing when firms HR profile matches labour pool & customer base

diversity climate

degree to which an orga advocates HR policies, promoted equal emp opportunities & inclusion, & socially integrates underrepresented emps

pos related w: JS, OCB, engagement , performance

neg related w: withdrawal outcomes(turnover)

using 5 stage model, why are performance appraisals frequently inaccurate

1. enviro stim: year of complex vast perform = sensory overload - manager can’t process everything

2. observation: senses to assess - reports, presentations, attitude

3. perceptual selection: ext = intense events, contrasting behaviour - int = manager motives, exp, personality

4. perceptual orga/construct: proximity & similarity

5. interpretation: manager assign meaning & cause = attribution errors (FAE, s-s b)

using burners model, why are performance appraisals frequently inaccurate

3. familiar cue: missed deadline = irresponsible cue

4. target cat: emp = underperformer

5. cue select: confirmation bias - only see underperforming cues then on

6. cat strength: folder of evidence

using 5 stage model, why are interview judgements frequently inaccurate

1. enviro stim: candidates everything = sensory overload can’t process

2. observation: senses gut rxn

3. percepselect: ext = voice clothes prestige - int = familiarity, values, big5

4. percep orga/construct: proximity & similarity

5. interpretation: assign meaning & cause = attribution errors (confirmation bias)

using Bruner’s model, why are interview judgements frequently inaccurate

1. unfamiliar cue: new candidate

2. openness to target cues: first 5 minutes

3. familiar cue encountered: “Mac grad” = projection

4. target categorization: top tier potential hire

5. cue select: confirmation bias - hearing answers that prove top tier

6. cat strengthen: reinforced