Understanding

Social
Perception
& Managing
Diversity

Perception
?

PERSEP
SI
ASUMSI
SENSAS
I

Managerial Implications

HIRING

Performance Appraisal

Leadership

Communication& Interpersonal
Influence

Hiring

Interviewers make
hiring decisions
based on their
impression of how
an applicant fits the
perceived
requirements of a
job
Inaccurate
impressions
in either direction
produce poor hiring
decisions

Performance Appraisal

Important for
managers to
accurately identify
the behavioral
characteristics and
results indicative of
good performance
Characteristics
serve as the
benchmarks for
evaluating
employee
performance

Leadership

Good Leader

Assigning specific tasks to

group members
Telling others they had
done well
Setting specific goals for
the group
Letting other group
members make decisions
Trying to get the group to
work as a team
Maintaining definite
standards of performance

Poor Leader

Telling others they had

performed poorly
Insisting on having their own
way
Doing things without
explaining themselves
Expressing worry over the
group members suggestions
Frequently changing plans
Letting the details of the
task become overwhelming

Causal Attributions

suspected
or inferred
causes of
behavior

Kelleys Model of Attribution

Consensus involves a comparison of an

individuals behavior with that of his peers.

Distinctiveness involves comparing a

persons behavior on one task with the
behavior from other tasks.
Consistency is determined by judging if the
individuals performance on a given task is
consistent over time.

RELATED
TO OTHER
PEOPLE

RELATED
TO TIME

Attributional Tendencies

Fundamental attribution bias ignoring environment factors that

affect behavior
Self-serving biastaking more personal responsibility
for success than failure

Managerial Implications

Managers tend to disproportionately attribute behavior to

internal causes
Attributional biases mat lead to inappropriate managerial
actions
An employees attributions for his own performance have
dramatic effects on subsequent motivation, performance, and
self-esteem

Defining and Managing

Diversity

Diversity

The host of
individual
differences that
make people
different from &
similar to each
other

FOUR LAYER OF DIVERSITY

persona
lity

age
Gender

Race

i
INTERNAL DIMENSION
Sexual
INTERNAL DIMENSION

ethnicity

Orientation

Physical
ability

Geograpical Location
Marital
Status

Income

Parental
Status

Personal
habits
External Dimension

Recreational
habits

Appearance

Work
Experience

Religion
Educational
background

Functional level/
Classification
Work
Content/
Field

Management
status

Organizational Dimension

Division/
Departement/

Union
Affiliation

Group/
Unit

Work Location

Seniority

Managing diversity

Creating organizational

enable
all people to
perform up to their
changes that

maximum potential

Diversity in the Workforce

Women and minorities are

experiencing a glass ceiling
Racial groups are encountering
perceived discrimination
There is a mismatch between workers
educational attainment and
occupational requirements
The workforce is aging

Glass ceiling

invisible barrier
blocking women
and minorities
from top
management
positions

Barriers and Challenges to

Managing Diversity

Inaccurate stereotypes and prejudice

Ethnocentrism
Poor career planning
An unsupportive and hostile working
environment for diverse employees
Lack of political savvy on the part of
diverse employees
Difficulty in balancing career and family
issues
Fears of reverse discrimination
Diversity is not seen as an organizational
priority
The need to revamp the organizations
performance appraisal and reward

Specific Diversity Initiatives

Accountability practices
focus on treating diverse employees fairly
Development practices
focus on preparing diverse employees for
greater responsibility and advancement
Recruitment practices
attempts to attract qualified, diverse employees
at all levels