ADM2336 Chapter 3

The process of interpreting the message of our senses to provide order and meaning to the environment.

• Perceiver
• Experience- helps us determine how we will react to a situation
• Motivational, emotional and physiological state- need to have the effort to fully look over the target, and based on your mood it will adjust the way you look upon a situation.
• Target - the thing one is trying to make sense of
• Ambiguity
• Situation-
• Context helps interpretation

• Primacy- the tendency to remember event earlier on more so then even later on (first impressions)
• Recency- the tendency to remember the event that happened to happen most recent (latest event)
• Reliance on central traits- focusing on the characteristic that stands out most
• Implicit personality theories- this is a theory determining what personality traits go together
• Projection- we tend to assume that others are and think and react the same way we do
• Stereotyping- a tendency to generalize people in a social category ignoring personal deviations between them

• Recruitment and Selection
• Workforce Diversity
• Selection Interview
• Performance Appraisals

Are viewed organization "signals" (what the organization is really like)

• Negative stereotypes are detrimental
• Racial and ethnic stereotypes
• Gender stereotypes
• Age stereotypes
• Stereotype Reduction
• Starts with recruitment and selection
• Make sure you are heavily recruiting from all different race, gender and age groups
• Promote teambuilding
• Make it so everyone strong individually and better as a whole
• Ensure that those making career decisions about employees have accurate information about them
• Diversity training
• Can be very affective

• Stereotype of the ideal employee
• Stereotypes are often inaccurate and may not be correct for certain jobs
• Primacy effect
• Relying on first impression
• Can often be evaluated off resume before interview even starts
• Negative information is weighted more
• Information one give that is not very favorable will be highly put against them
• Contrast effects
• The person who is interviewed before you has and effect on your interview (a bad previous interview is favorable)

• Primacy
• what one does early in the evaluation effect comes out more
• Recency
• thing a couple weeks before the appraisal phase are much more important to the evaluation
• Stereotypes
• Appraising someone based on being part of a certain group
• Various rater errors: leniency, harshness and central tendency(One-to-all)
• Rater Errors in Performance
• Appraisal chart (reference text)
• Similar-to-me error
• Someone who shares a same interest or similarity with you, you tend to evaluate better
• Halo/ Horns error
• One-to-one error based on just one part of someone traits based for all

The process by which causes or motives are assigned to explain peoples behaviours.

• Dispositional
• The persons stable
• characteristics blamed the situation
• Situational
• The situation was stable but
• the person was blamed

• Consistency Cues
• Does the person engage in the behaviours regularly and consistently over time?
• Consensus Cues
• Do most people engage in the
• behaviour or is it unique to the person?
• Distinctiveness Cues
• Does the person engage in
• the behaviour in many situations or is it distinct to one situation?

• Fundamental attribution error
• When we look at people attribution we blame them based on there attributions based off a situation
• Actor-observer effect
• A tendency for observers to judge other, other than you would just yourself
• Self-serving bias
• Tendency to take credit for our success and deny out responsibilities for our failures