How People Evaluate Others in Organizations

How People Evaluate Others in Organizations

How People Evaluate Others in Organizations

How People Evaluate Others in Organizations

Synopsis

Evaluating and making decisions about other people are key aspects of doing business, especially for managers and human resource professionals. Industrial and organizational psychologists devise systematic methods to remove human errors in judgment, such as biases and stereotypes. However many decisions about people are not made by experts using standard procedures. Even when they are, human judgment is unavoidable. This book examines the social psychological dynamics of person perception that underlie how people evaluate others in organizations. It contains original articles from leading experts in social, industrial, and organizational psychology. The book begins by examining basic principles and processes of social cognition and person perception, such as schemas, stereotypes, automatic/mindless information processing, the perceiver's motivation and affect, and situational conditions. It then applies these ideas to key areas of business operations. Helping readers understand and develop ways to improve the way people assess and make decisions about others, this book: * covers the interview, executive promotion decisions, and assessment centers; * examines performance appraisals and multisource (360 degree) feedback ratings; * addresses leadership cognitions, identifying training needs, coaching, and managing problem employees; and * includes chapters on cultural sensitivity, negotiations, group dynamics, and virtual teams.

Excerpt

There is a compelling need for innovative approaches to the solution of many pressing problems involving human relationships in today's society. Such approaches are more likely to be successful when they are based on sound research and applications. This Series in Applied Psychology offers publications that emphasize state-of-the-art research and its application to important issues of human behavior in a variety of social settings. The objective is to bridge both academic and applied interests.

Much of industrial and organizational psychology and human resource management, and indeed much of business in general, requires people to evaluate and make decisions about others. Psychologists develop methods to eliminate human error in interpersonal judgment to the extent possible. However, many judgment processes are not systematic and are conducted by managers and employees who are not trained for the task. This book helps readers understand and improve person perception processes in personnel selection, appraisal, development, and a host of important interpersonal interactions.

The book begins with two foundation chapters on basic theory and research of person perception, including such concepts as cognitive schemas, social stereotypes, attribution processes, automatic/mindless information processing, individual . . .

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