5. low low low low low high high high high high Characteristic 1 Characteristic 2 Characteristic 3 Characteristic 4 Characteristic N The more favorably someone is perceived on some characteristics, The Halo Effect: A Demonstration of Positive Halo more likely that s/he will be perceived favorably on another characteristic, too. the
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8. Poor Excellent Poor Excellent Initial Performance Initial Impression Quality of Actual Work Performed Evaluation of Work Performed First-Impression Error: A Summary Poor Excellent TIME Poor Excellent TIME Current Performance Current Impression Quality of Actual Work Performed Evaluation of Work Performed Current impression matches initial impression Current Impression does not match current performance
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11. Impression Management Strategies Appreciating or Flattering Others The target compliments the per- ceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver. A coworker compliments a manager on his excellent handling of a troublesome employee. Behavioral Matching The target of perception matches his or her behavior to that of the perceiver. A subordinate tries to imitate her boss’s behavior by being modest and soft-spoken because her boss is modest and soft-spoken. Self- Promotion The target tries to present herself or himself in as positive a light as possible. A worker reminds his boss about his past accomplishments and associates with co- workers who are evaluated highly.
16. Correspondent Inferences: Judging Dispositions Based on Behavior Description (what someone does) (what someone is like) Act Disposition Correspondent Inference Observe someone fall off a ladder Clumsy Example Assume that person is ...
19. You observe an individual complaining about the food, service, and decor in a restaurant. To answer “Why?” you note that... Kelly’s Theory of Causal Attribution: A Summary Several others also complain (consensus is high) This person always complains in this restaurant (consistency is high) This person does not complain in other settings (distinctiveness is high) No one else complains (consensus is low) This person always complains in this restaurant (consistency is high) This person also complains in other settings (distinctiveness is low) S/he complained because the restaurant is terrible (external attribution) S/he complained because s/he is difficult to please (internal attribution) You conclude that...
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Editor's Notes
People at all levels of an organization engage in impression management. Targets are especially likely to use impression management tactics when interacting with perceivers who have power over them and on whom they are dependent for evaluations, raises, and promotions. Individuals who are high in self-monitoring are more likely than individuals who are low in self-monitoring to engage in impression management tactics.
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