Perception, Stereotypes, and Diversity

1. Perception, Stereotypes, and Diversity OS 386 September 10, 2002 Fisher

2. Agenda • In-class writing – reactions to diversity article • Review theories on perception • Discuss how perceptual errors affect OB • Discuss organizational diversity

3. In-class writing • How do stereotypes affect organizations’ efforts to improve workplace diversity? • How does giving minority employees “great jobs” help improve workplace diversity?

4. A little context…. • When do stereotypes and perceptual errors affect organizational life? • Why is it important to study these concepts?

5. Perception does not always equal reality • Humans filter reality • Selective attention mechanisms allow us to perceive some things and ignore other things • Why? • Prevent cognitive overload • Maintain perceptual defenses

6. Organizing our perceptions • Perceptual grouping • Closure • Mental models • These techniques help us manage large volumes of information, but can create problems

7. Social Identity Theory • People develop self-perceptions through personal identity and social identity • What makes me unique? • What do I have in common with others? • Tend to select comparisons that make us look good • Use in-group/out-group comparisons to make judgments about others

8. Stereotyping • Very common phenomenon, consistent with perceptual theories • What is the problem with stereotypes? • Do not accurately describe all group members • People develop and use inaccurate stereotypes • We use inaccurate stereotypes to enhance our own identity • Foundation of prejudice (negative emotions related to stereotypes)

9. Attribution Theory • What caused a particular action or event? • Student is late for class • Employee misses an important meeting • Supervisor yells at employee who makes a mistake • Can be making erroneous judgments about people – and often the perception sticks

10. Making attributions • Assessment of behavioral patterns • Consistency • Distinctiveness • Consensus • Fundamental Attribution Error • Self-serving bias

11. Self-Fulfilling Prophecies • Pygmalion effect – positive expectations lead to positive performance in another • Galatea effect – having high self-expectations leads to high performance • Golem effect - negative expectations lead to negative performance in another

12. Classic example – succession planning systems • Young employees screened for “high potential” • HP employees are then provided with • Development experiences • High profile mentors • First opportunity for challenging jobs

13. Other Common Perceptual Errors • Primacy – first opinion creates a lasting opinion • Recency – focusing on events of recent past when making a judgment • Halo – general impression affects other judgments • Projection bias – others share my beliefs

14. Perception and diversity • Perceptual errors can detract from organizational diversity efforts • Have to overcome • Stereotypes • Traditional social comparisons • Historical patterns (promotion through “buddy system” or other traditional networks

15. Why is diversity important in organizations? • Business reasons • Competitive advantage • Larger pool of applicants • Social reasons • Fairness • Role modeling

16. Leader in diversity efforts: Proctor and Gamble • Community involvement • Scholarship programs • Minority supplier development ($315 million) • Actively recruits diverse employees • Example policies and programs • Two-day diversity training for all employees • Same sex partner benefits • Discretionary days to be used for non-majority holidays

17. Improving Perceptions • Individual • Examine your reactions • Take the time to get to know people • Use multiple ways of communicating • Fewer biases in on-line communication • Organizational interventions • Performance appraisal rater training • Diversity initiatives (e.g., training)

18. For next class • Topic: Personality • Read Chapter 3, pp. 84-89 • Why is personality important in organizations? • How are personality traits used to predict employee behavior?