Dianna L. Stone

Chapter 12 Stigmas in Organizations: Race, Handicaps, and Physical Unattractiveness

Publisher Summary Increasing attention is being paid to the fair treatment of individuals in society and in organizational contexts. Fair treatment issues are a concern of special importance to individuals who are stigmatized by virtue of their standing on variables such as physical attractiveness, physical and psychological handicaps, and race. Theories and models from social psychology, political psychology, sociology, and other academic disciplines provide a number of useful explanations of stigmatization and its consequences. Stigma-related issues are only infrequently studied by individuals in industrial and organizational psychology and closely allied fields. This chapter stresses on the need for industrial and organizational psychologists and researchers in closely allied fields to pay much more attention to stigmas and stigma-related problems in organizational settings. The chapter considers the nature of stigmas and the processes through which individuals become stigmatized, and then deals with the stigmas of race, physical unattractiveness (unattractiveness), and handicaps. It also describes strategies that might be used to deal with problems that stigmatized individuals encounter in organizational contexts, and considers issues that relate to research on stigmas in organizational contexts.

The effects of feedback consistency and feedback favorability on self-perceived task competence and perceived feedback accuracy

Abstract The present study, employing a 2 × 2 true-experimental design and regression analyses assessed the main and interactive effects of feedback consistency (consistent vs inconsistent), and feedback favorability (acceptable vs superior), for feedback given at two time periods on measures of perceived feedback accuracy and self-perceived task competence. Among the studys findings were that (a) the perceived accuracy of feedback at the second period was a function of the favorability of feedback received at the first time period, (b) the self-perceived task competence levels of subjects were jointly determined by the favorability of feedback received at both time periods, and (c) the perceived accuracy of feedback was a function of its consistency. Organizational implications of the studys results are offered.

Development of a multidimensional measure of perceived product quality

Abstract A measure of perceived product quality (i.e., the Perceived Product Quality Measure of PPQM) was developed that had scales for measuring four general dimensions of quality, i.e., flawlessness, durability, appearance, and distinctiveness. Results of two studies (preliminary and main) showed support for the reliability and validity of the PPQM. Results of analyses of data from the main, experimental study showed that: (1) the PPQM scales had fairly high levels of internal consistency; (2) manipulations of several attributes of products led to expected changes in the responses to PPQM scales; (3) the PPQM scales predicted a willingness to buy criterion; and (4) the results of a confirmatory factor analysis showed support for the hypothesized multidimensionality of the PPQM. In view of these findings, we believe that the PPQM should prove useful in future research on perceived product quality. It should also prove helpful in efforts to manage the quality of products produced by individuals on work organizations.

The Effects of Multiple Sources of Performance Feedback and Feedback Favorability on Self-Perceived Task Competence and Perceived Feedback Accuracy

The effects of (a) favorability of feedback and (b) number of feedback agents on self-perceived task competence and perceived accuracy of feedback were examined. Hypotheses related to these effects were tested using 80 subjects and a laboratory experimental research strategy. Results of statistical analyses showed support for (a) hypothesized main effects of favorability of feedback on both self-perceived task competence and perceived accuracy of feedback and (b) a main effect of number of feedback agents on self-perceived task competence. Implications of these results for organizational practices (e.g., performance appraisal and feedback systems) are considered. In addition, suggestions are offered for further research on feedback.

PERCEIVED DISCOMFORT ASSOCIATED WITH WORKING WITH PERSONS WITH VARYING DISABILITIES

Perceptions of discomfort by nondisabled coworkers are a major barrier to the acceptance of disabled persons into work groups. This research examined whether reported discomfort varied by the type or nature of the disability. 151 subjects rated 20 types of disabilities in terms of how uncomfortable or comfortable they would be working closely at a nonspecified task with a person with the particular disability. A stable hierarchy of the 20 disabilities was found Patterns and implications are discussed. Gender of the rater influenced the ratings, specifically females exhibited less discomfort with disabilities over-all than did males Prior contact with a disabled person, either personally or at unspecified work, did not affect the ratings of discomfort.

Cross-cultural differences in responses to feedback: Implications for individual, group, and organizational effectiveness

Appropriate (functional) responses to negative feedback are vital to both the short- and long-run performance of individuals in organizations, and, therefore, for their work groups and organizations. Regrettably, research shows that individuals may not respond appropriately to such feedback when they are motivated by self-enhancement. Moreover, it shows that self-enhancement tendencies are far more common among people in individualistic cultures than among people in collectivistic cultures. In view of this, we present a cross-cultural model of responses to feedback along with theory-based explanations for cultural differences in responses to feedback. In addition, we detail a number of strategies that egocentric people use for the purpose of either maintaining or enhancing their self-esteem when dealing with negative feedback. Finally, we offer suggestions for motivating people in individualistic cultures to respond to negative feedback in functional ways.

A model of individual and organizational factors affecting quality-related outcomes

Abstract This article integrates previous theory and research on work adjustment, individual performance, human relations, and high involvement systems to develop a model of the individual and organizational factors thought to affect quality-related outcomes. The model suggests that organizational values influence the design of internal organizational systems, and the degree of congruence between individuals and organizational systems influences the attainment of quality-goals. Furthermore, the model emphasizes that the success of a TQM system may depend on the congruence between organizational systems (e.g., human resources practices) and quality goals. A number of research propositions based on the model are offered to motivate future research on quality-related issues.

A Comparative Study of Hispanic‐American and Anglo‐American Cultural Values and Job Choice Preferences

Using data from 184 employed Hispanic‐American and Anglo‐American participants in the United States, the present study examined the relations between four cultural values (i.e., collectivism, power distance, familism, present time orientation) and job choice preferences. Results revealed that (1) collectivism was positively related to the importance of coworkers and working in a diverse organization, (2) familism was related to preferences for jobs with personal time off, and (3) power distance was related to the importance of organizational reputation and promotion opportunities. In addition, the findings revealed that, relative to Anglo‐Americans, Hispanic Americans felt that organizational reputation, flexible work hours, bonuses, and diversity were more important job choice factors. Implications are offered for conducting future research on job choice and developing recruitment practices in multicultural organizations in the United States.

3. The functional and dysfunctional consequences of human resource information technology for organizations and their employees

In recent years there has been a rise in the use of technology in the field of human resources (HR) management. For example, surveys show that 70% of large firms now use HR information systems, 80% conduct online recruiting, 67% post job openings online, and 40% use web-based portals as a means of communicating organizational policies and practices to actual and potential employees (Cedar, 2001; Towers Perrin, 2001). The primary reason for the increased use of human resources information technology (HRIT) is that organizations believe that automating labor intensive HR functions will help them streamline processes, utilize employees talents and skills more effectively,

Relationship between Introversion/Extraversion, Values regarding Control over Information, and Perceptions of Invasion of Privacy

A laboratory study examined the relationship between individual differences in introversion/extraversion, values regarding control over personal information, and perceptions of invasion of privacy. 119 subjects were asked to complete the Eysenck Personality Inventory, a personal data questionnaire, a measure of values regarding control over information, and a measure of perceived invasion of privacy. Regression/correlational analyses indicated that both introversion and values regarding control over personal information were positively related to perceptions of invasion of privacy.