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.
"In addition to the usefulness of this book for scholars and practitioners, this book can also be used as a complement to human resources management and organizational behavior textbooks….this book should be read by students, scholars, and practitioners interested in the perception phenomenon as it applies to organizational settings."
Contents: E.A. Fleishman, Series Foreword. Preface. Part I:Social Cognition and Person Perception. R.J. Klimoski, L.M. Donahue, Person Perception in Organizations: An Overview of the Field. D. Operario, S.T. Fiske, Causes and Consequences of Stereotypes in Organizations. Part II:Selection. C.K. Parsons, R.C. Liden, T.N. Bauer, Person Perception in Employment Interviews. V.I. Sessa, Executive Promotion and Selection. P.R. Sackett, K.A. Tuzinski, The Role of Dimensions and Exercises in Assessment Center Judgments. Part III:Appraisal. J.L. Barnes-Farrell, Performance Appraisal: Person Perception Processes and Challenges. M.K. Mount, S.E. Scullen, Multisource Feedback Ratings: What Do They Really Measure? Part IV:Developmental Processes. D.J. Brown, R.G. Lord, Leadership and Perceiver Cognition: Moving Beyond First Order Constructs. K. Kraiger, H. Aguinis, Training Effectiveness: Assessing Training Needs, Motivation, and Accomplishments. J.W. Smither, S.P. Reilly, Coaching in Organizations. Z. Strassberg, Understanding, Assessing, and Intervening With Problem Employees. Part V:Interpersonal Interactions. S. Raghuram, Cultural Frames and Values Affecting Employment Practices. J.T. Casey, Frame Attribution and Positional Framing in Negotiation. S.M. Fiore, E. Salas, J.A. Cannon-Bowers, Group Dynamics and Shared Mental Model Development. B.J. Avolio, S. Kahai, R. Dumdum, N. Sivasubramaniam, Virtual Teams: Implications for E-Leadership and Team Development. M. London, Conclusion: Toward a Comprehensive Understanding of Person Perception in Organizations.
Bridging both academic and applied interests, the Applied Psychology Series offers publications that emphasize state-of-the-art research and its application to important issues of human behavior in a variety of societal settings. To date, more than 50 books in various fields of applied psychology have been published in this series.
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