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.

part I|62 pages

Social Cognition and Person Perception

chapter 1|39 pages

Person Perception in Organizations

An Overview of the Field
ByRichard J. Klimoski, Lisa M. Donahue

chapter 2|18 pages

Causes and Consequences of Stereotypes in Organizations

ByDon Operario, Susan T. Fiske

part II|67 pages


chapter 3|24 pages

Person Perception in Employment Interviews

ByCharles K. Parsons, Robert C. Liden, Talya N. Bauer

chapter 4|20 pages

Executive Promotion and Selection

ByValerie I. Sessa

chapter 5|19 pages

The Role of Dimensions and Exercises in Assessment Center Judgments

ByPaul R. Sackett, Kathleen A. Tuzinski

part III|46 pages


chapter 6|19 pages

Performance Appraisal

Person Perception Processes and Challenges
ByJanet L. Barnes-Farrell

chapter 7|22 pages

Multisource Feedback Ratings

What Do They Really Measure?
ByMichael K. Mount, Steven E. Scullen

part IV|97 pages

Developmental Processes

chapter 8|22 pages

Leadership and Perceiver Cognition

Moving Beyond First Order Constructs
ByDouglas J. Brown, G. Robert

chapter 9|17 pages

Training Effectiveness

Assessing Training Needs, Motivation, and Accomplishments
ByKurt Kraiger, Herman Aguinis

chapter 10|32 pages

Coaching in Organizations

ByJames W. Smither, Susanne P. Reilly

chapter 11|21 pages

Understanding, Assessing, and Intervening with Problem Employees

ByZvi Strassberg

part V|84 pages

Interpersonal Interactions

chapter 12|16 pages

Cultural Frames and Values Affecting Employment Practices

BySumita Raghuram

chapter 13|13 pages

Frame Attribution and Positional Framing in Negotiation

ByJeff T. Casey

chapter 14|28 pages

Group Dynamics and Shared Mental Model Development

ByStephen M. Fiore, Eduardo Salas, Janis A. Cannon-Bowers

chapter 15|22 pages

Virtual Teams

Implications for E-Leadership and Team Development
ByBruce J. Avolio, Surinder Kahai, Rex Dumdum, Nagaraj Sivasubramaniam

part |10 pages