Exam 3: Perception and Learning: Understanding and Adapting to the Work Environment

Ted puts in long hours on the job and his boss notices. His boss assumes that Ted is committed to the company and wants to succeed because that's the way the boss did it, so he promotes him. Actually Ted is so overwhelmed in his current job he can't his work done and the promotion really sinks him. The boss's thinking is an example of the similar-to-me effect.

Suppose you see your co-worker getting chewed out by your boss because he took too long a coffee break. Now, you refrain from taking coffee breaks that are too long yourself. This is an example of which of what type of learning?

In terms of causal attribution, to the extent that someone's behavior is same regardless of the context, is the extent to which a person's behavior is consistent.

What are the five key principles of effective training?

We can improve the accuracy of our inferences about others by:

Cliff sees his roommate burst into the room, slam his books on the desk, and yell, "That horse's ________." Cliff believes his roommate is angry with someone. Cliff has made a correspondent inference.

What are the contingencies of reinforcement?

How can you overcome bias in social perception?

________ involves decreasing undesirable behavior by following it with undesirable consequences.

Social perception is the process of understanding others' behavior and attributing causes to their behavior.

Which one of the following is not one of the five principles of learning?

When Samantha meets Joe, she is impressed with his professional appearance, quick responses, and articulation. She assumes he knows of what he speaks and follows his suggestions with disastrous results. This is an example of the consequences of the perceptual bias of:

Suppose that as a supervisor, you find it necessary to discipline one of your employees for consistently showing up for work late. Which one of the following actions would be correct to perform?

________ is the degree to which training generalizes to actual work experiences.

For punishment to be effective, it should be immediate, moderate, and directed at the undesired behavior, not the person.

Research of bank managers showed that when employees were rated four months after beginning their jobs, their performance evaluations:

Table 3.1 Joe and Mary Jane are observing the new class of management trainees as they enter the training room for their initial orientation. As they watch each person enter, they observe how they are dressed, how they carry themselves when they walk, if they talk to the persons next to them when they sit down, and so forth. Joe notices one man who is casually dressed, who walks with a relaxed stride, and who talks to everyone within reach of his seat. Joe believes this man will be a good 'volunteer' for role plays because he is obviously very outgoing. Joe has watched hundreds of trainees before and everyone who acted this way turned out to be good up in front of everyone else. Mary Jane sees a young woman she interviewed. In the interview she was outgoing, smiled a great deal, and was very expressive. Mary Jane sees her now sitting by herself, having taken a seat away from everyone, arms folded across her chest, with a scowl on her face. Mary Jane thinks that this woman obviously does better in one-on-one settings than she does in large groups. -Refer to Table 3.1. Joe's belief about the man he noticed is an example of:

The process of social perception:

The performance appraisal process in organizations is:

All of the following statements about performance appraisals are true in Japan, except: