SEM 5: SPA

SEM 5: SPA

1. Social Perceptions

   • Information-processing model
     • Stage 2: Encoding outcomes
       • 1. pple possess diff info in the schemata used for interpretation
       • 2. moods and emotions influence our focus of attention and evaluation of others
       • 3. pple tend to apply recent cognitive categories during encoding
       • 4. indiv differences influence encoding
       • Schema: person's mental pic/summary of particular event or type of stimulus
     • Stage 1: Selective attention
       • salient stimuli: sth that stands out from context
     • Stage 3: Storage & Retention
       • Event memory
       • Semantic Memory (general knowledge)
       • Person Memory
     • Stage 4: Retrieval & Response
   • Managerial implications
     • Hiring
       • Implicit cognition: any thought/belief that is auto activated from memory without conscious awareness "hidden bias"
       • Train managers to balanced judgements
       • Use structured interviews & have more interviewers
     • Performance Appraisal
       • use objective rather than subjective measures => clearer definition of good perf to address issue of fairness and reward for hard work
         • ↑ Motivation
         • ↑ Trust
     • Leadership
       • Based on employee's schemata of good leadership: 1. Groupings and taskings 2. Commendation 3. Goal-setting 4. Empowering 5. Build teamwork 6. Set definite, measurable targets 7. Fairness
     • Communication & Interpersonal Influence
     • CWB
     • Physical & psych well-nbing
     • Designing web pages
   • Stereotypes
     • Managerial challenges and recommendations
       • employee education & training
       • create opportunities for mixed groups to have "quality" interpersonal contact
       • Remove promotional barriers
     • Percaptual Errors
       • Halo (overall impression)
       • Leniency (overly +ve)
       • Recency Effects (most recent info)
       • Contrast effects (comparing w recently observed pple/ objects)
       • Central tendency (avoid extreme judgments)
     • Categorisation => Similar traits/ characteristics => Expectations => Reinforcement
     • use of stereotypes influenced by amt & type of info avail, & motivation to accurately process info
   • Perception: a cognitive process that enables us to interpret & understand our surroundings

2. Self-fulfilling prophecy

   • Galatea effect
     • An individual’s high self-expectations lead to high performance
   • Pygmalion effect
     • Someone’s high expectations for another person result in high performance
   • Golem effect
     • Loss in performance due to low leader expectations
   • Managers should: give commendations, provide frequent feedback and support, reinforce +ve perf expectations throughout org

3. Causal attributions

   • Kelley's model
   • Attributional tendencies
     • Fundamental attribution bias
       • tendency to attribute another person's behaviour to personal characteristics, instead of situational factors
     • Self-serving bias
       • tendency to take more personal responsibility for success than for failure
   • Managerial application and implication
     • Attribute employees' low performance due to:
       • Low effort
         • -ve feedback
           • ↑ motivation ↑ performance
             • Effects of employees' attributions
           • Managers' response
       • Lack ability
         • transfer dept
           • ↓ self-esteem ↓ performance ↓ expectations
       • Env. factors
         • no imm. action
           • ↓ self-serving bias ↓ willpower no change in beh
     • Effects of inappropriate attributions by mags
       • inaccurate evaluation of perf (internal causes)
       • Inappropriate managerial actions, i.e promotions, layoffs, transfers => ↓ employee motivation => ↓ performance
         • SOLUTION: train managers to detect and void attribution biasness
   • suspected or inferred causes of behaviour

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