【正文】 s a lasting impact. ? The tendency for a perceiver to rely on recent cues or last impressions is known as the recency effect. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 30 Stereotyping (continued) ? People can evoke stereotypes with incredibly little information. ? Stereotypes help us develop impressions of ambiguous targets. ? Most stereotypes are inaccurate, especially when we use them to develop perceptions of specific individuals. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 38 Consensus Cues ? Attribution cues that reflect how a person’s behaviour pares with that of others. ? Low consensus behaviour leads to dispositional attributions. ? The informational effects of lowconsensus behaviour are magnified when the actor is expected to suffer negative consequences because of the deviance. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 46 SelfServing Bias ? The tendency to take credit for successful outes and to deny responsibility for failures. ? People will explain the very same behaviour differently on the basis of events that happened after the behaviour occurred. ? Selfserving bias can reflect intentional selfpromotion or excuse making or it might reflect unique information on the part of the actor. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 54 Stereotype Threat ? Members of a social group feel they might be judged or treated according to a stereotype and that their behaviour or performance will confirm the stereotype. ? The activation of a salient negative stereotype threat in a testing situation has been found to result in lower cognitive ability and math test performance scores of minorities and women. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 62 Age Stereotypes ? Knowing that a person falls into a certain age range or belongs to a particular age generation, we have a tendency to make certain assumptions about the person’s physical, psychological, and intellectual capabilities. ? What is the nature of workrelated age stereotypes? Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 70 Success Factors for Diversity Programs ? Build senior management mitment and accountability. ? Conduct a thorough needs assessment. ? Develop a welldefined strategy tied to business results. ? Emphasize teambuilding and group process training. ? Establish metrics and evaluate the effectiveness of diversity initiatives. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 78 POS (continued) ? What can anizations do to improve employee POS? ? Supportive human resource practices that demonstrate an investment in employees and recognition of employee contributions are most likely to lead to the development of greater POS. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 86 Perceptions of Recruitment and Selection ? How job applicants are treated during the recruitment and selection process influences their perceptions toward the anization and their likelihood of accepting a job offer. ? Job applicants also form perceptions toward anizations based on the selection tests they are required to plete. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 82 Contrast Effects ? Previously interviewed job applicants affect an interviewer’s perception of a current applicant, leading to an exaggeration of differences between applicants. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 74 Perceived Organizational Support (POS) ? Employees’ general belief that their anization values their contribution and cares about their wellbeing. ? When employees have positive POS, they believe that their anization will provide assistance when it is needed. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 66 Managing Workforce Diversity ? Diversity needs to be managed to have a positive impact on work behaviour and an anization. ? What can anizations do to achieve and manage a diverse workforce? Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 58 Gender Stereotypes (continued) ? Successful managers are perceived as having traits and attitudes that are generally ascribed to men. ? Successful managers are seen as more similar to men in qualities such as leadership ability, petitiveness, selfconfidence, ambitiousness, and objectivity. ? Stereotypes of successful middle managers do not correspond to stereotypes of women. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 50 Valuing Diversity ? Some have argued that anizations should value diversity not just tolerate it. ? A critical motive is the basic fairness of valuing diversity. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 42 Cue Combinations and Resulting Attributions Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 34 Situational Attributions ? Situational attributions suggest that the external situation or environment in which the target person exists was responsible for the behaviour. ? Bad weather, good luck, proper tools, or poor advice. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 26 Implicit Personality Theories ? Personal theories that people have about which personality characteristics go together. ? Perhaps you expect hardworking people to also be honest, or people of average intelligence to be most friendly. ? If such implicit theories are inaccurate, they provide a basis for misunderstanding. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Slide 18 Perception is Selective ? Perceivers do not use all of the available cues, and those they use are given special emphasis. ? Perception is efficient but this can aid and hinder perceptual accuracy. Copyright 169。 2023 Pearson Canada Inc. Chapter 3/ Sli