The document discusses attribution theory and self-concept. Attribution theory seeks to explain how people explain events and behaviors of others. There are internal/external and stable/unstable attributions. Self-concept refers to how people think about themselves and has complexity, consistency, and clarity dimensions. Self-concepts are shaped by self-enhancement and self-verification biases. Self-evaluation involves self-esteem, self-efficacy, and locus of control.

1. MODULE 1 MIDTERM
PREPARED BY : GENEVIEVE L.
CAVAIANI

2. ATTRIBUTION
• DEFINITION
• Attribution theory is a theory about how people
explain things.
• Attribution refer to the way people try to understand
the behavior of others or interpret events around
them.
• Attribution theory seeks to explain how and why
people make these causal attributions.

4. Internal vs. External
• In an internal, or dispositional, attribution, people
infer that an event
• or a person’s behavior is due to personal factors such
as traits, abilities, or feelings.
• In an external, or situational, attribution, people infer
that a person’s behavior is due to situational factors

5. Stable vs. Unstable
• Researchers also distinguish between stable and
unstable attributions.
• When people make a Stable attribution, they infer
that an event or behavior is due to stable, unchanging
factors.
• When making an Unstable attribution, they infer that
an event or behavior is due to unstable, temporary
factors

6. Controllable vs.
Uncontrollable
• If something is controllable, we can alter it if we wish
to do so.
• If something is uncontrollable, it is outside our sphere
of influence

9. The Fundamental
Attribution Error
• The fundamental attribution error is the tendency to
attribute other people’s behavior to internal factors
such as personality traits, abilities, and feelings.
• The fundamental attribution error is also called the
correspondence bias, because it is assumed that other
people’s behavior corresponds to their personal
attributes.
• When explaining their own behavior, on the other
hand, people tend to attribute it to situational factors

10. The Self-Serving Bias
• The self-serving bias is the tendency to attribute
successes to internal factors and failures to situational
factors.
• This bias tends to increase as time passes after an
event.
• Therefore, the further in the past an event is, the more
likely people are to congratulate themselves for
successes and to blame the situation for failures

12. Selective perception
• happens when a person selectively interprets what he
sees on the basis of his interests, background,
experience, and attitudes.
• It is impossible for a person to assimilate everything
he sees, hears, smells, touches or tastes. Only a limited
number of stimuli can be taken in. As a result, people
engage in selective perception, but the process is
affected by personal interests, background, experience
and attitude of the perceiver

13. Halo effect
• It occurs when one attribute of a person or situation is
used to develop an overall impression of the person or
situation.
• In short, this occurs when we draw a general
impression on the basis of a single characteristic.

14. Contrast Effect
• It is an evaluations of a person’s characteristics that
are affected by comparisons with other people
recently encountered who rank higher or lower on the
same characteristics.
• Here, we do not evaluate a person in isolation. Our
reaction to one person is influenced by other persons
we have recently encountered

15. Stereotype
• It is judging someone on the basis of one’s perception
of the group to which that person belongs.
Generalization is not without advantages.
• It is a means of simplifying a complex world, and it
permits us to maintain consistency. The problem, of
course, is when we inaccurately stereotype.

17. Employment Interview
• It is during an interview the interviewers make an
perceptual judgement and draw early impressions.
• As a result information elicited early in the interview
carries greater weight than does information elicited later

18. Performance
expectations
• It is Self-fulfilling prophecy (pygmalion effect): The
lower or higher performance of employees reflects
preconceived leader expectations about employee
capabilities.

19. Performance evaluation
• Appraisals are often the subjective (judgmental)
perceptions of appraisers of another employee’s job
performance.

20. Employee Effort
• Assessment of individual effort is a subjective judgment
subject to perceptual distortion and bias

21. Ethnic profiling
• A form of stereotyping in which a group of individuals is
singled out—typically on the basis of race or ethnicity—
for intensive inquiry, scrutinizing, or investigation.

22. THANK YOU!

23. Module 2

24. SELF CONCEPT
• People do not have common self-concept.
• Always think of themselves in numerous manners in
different circumstances
• It refers to how a person thinks about , evaluates or
perceives himself
• It is an important and useful way to understand and
improve performance and welfare.

25. Three dimensions
• COMPLEXITY- a person ‘s self-concept has higher
complexity when it consists of many categories
• CONSISTENCY- a person has high consistency when
similar personality traits and values are required across all
aspects of self-concept
• CLARITY- this mean the level of a person’s self concepts
are clearly and confidently described, internally
consistent and stable across time

26. SELF-ENHANCEMENT
• A desire to magnify positive aspects iof self conceptions
while isolating oneself from negative feedback and
information
• Most often people desires to rate themselves as above
average, selectively recall positive while forgetting
negative ones

27. SELF VERIFICATION
• Assumes that people work to preserve their self-views by
seeking to confirm the stabilizes a persons self concept which
help guide his though and actions.
• Implications:
• It affects the perpetual process because employees are likely to
remember information that is consistent with their self-
concepts
• The more confident employees are in their self- concepts, the
less they accept feedbacks whether positive or negative, that is
at odds with their self-concepts
• employees are motivated to interact with others who affirm
their self-concepts and this affect how well they get along with
their boss and with co-employees in team

28. SELF EVALUATION
• It is an individual’s honest and objectives assessment of
himself.
• It is usually desired by three concepts which are self-
esteem, self- efficacy and locus of control

29. SELF-ESTEEM
• Is the extent to which a person has generally positive
feelings about himself.
• View themselves in positive light, are confident, and
respect themselves.

30. SELF- EFFICACY
• It is a personal belief on competencies and abilities
• Person’s belief of his ability to do definite task fruitfully
• People low self efficacy tend to procastinate

31. LOCUS OF CONTROL
• Deals with the degree to which people feel answerable for
their own behaviors
• People with high internal locus of control or internal
believe that they can influence their own destiny and
what happens to them is caused by their own doing
• High external locus of control suppose things happen to
them because of their people, luck or a powerful Being
• Internal feels greater control over their own lives and so
they act in ways that will add to their chances of succcess

32. SELF- MONITORING
• Refer to level to which person is able of checking his
actions and appearance in social situation.
• People who are social monitors understand what the
situation demands and act accordingly
• the greater the ability to modify their behavior according
to the demands of the situation and to manage their
impression effectively is a great advantage to them