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Stereotypes, Bias, and Personnel Decisions: Strange and Stra

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Anna Gallegos

on 29 January 2014

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Transcript of Stereotypes, Bias, and Personnel Decisions: Strange and Stra

Stereotypes, Bias, and Personnel Decisions: Strange and Stranger
: a rule of thumb
"Humans seldom have sufficient information on which to base decisions, actions, or attitudes; thus, heuristics are used to fill in the gaps." (Landy, 380)
Research shows the need for heuristics can be vastly reduced in individual evaluations when individuating information is present
Individuating Information
Information you know about the people you work with
"Most decisions and evaluations are made about employees who are known to the decision maker or evaluator" (382)
Supervisors who don't know their subordinates well can request more information from them such as:
Work information
Previous accomplishments
Discussion Questions
Landy discusses the possibility that individuals in studies often evaluate other employees from the perspective of a stranger, not supervisors; who are actually making these decisions in the real world. He also goes on to say that this hardly happens in cases of promotional decisions or performance evaluations.
Do you agree with this statement?
Why or why not? (Amanda)
Real World Paradigm vs. Artificial Work Paradigm
Landy states, “I am not proposing a postmodern world of work in which there are no “realities”…” and then in the following paragraph he states that “The rapid change in the nature of work will render a great deal of what we “knew’’ about work (and the social context of work) obsolete.”

Do you believe that most of what we knew about the realities of work is obsolete? And if that is the case, is it the job of I/O psychologists to re-establish the realities of this new world? Or is it an endless cycle of study in a constantly changing work force and work world? (Jordan)
Meta Analysis in the Work World
As the size of the company increases, will the size of that knowledge for a supervisor or manager decrease because they have less of an opportunity to have that individual information due to the sheer amount of employees they deal with? (Arial)
Landy says that supervisors have a plethora of information while students in research studies have very limited information making them rely more on stereotypes to fill those gaps of knowledge leading to the 'bias'
Individuating Information
The author notes that “there is ample reason to question the extent to which laboratory research examining the effect of stereotypes on employment decisions and evaluations.”
Do you think it is possible for researchers to come up with a design that is generalizable from a lab setting to the real world setting, or is that just hopeful thinking? (Michael)
Artificial Work Paradigm's External Validity
What do you think can be done to make laboratory research more relevant to the real world? (Sean)
Why, despite all the disadvantages, has there been so much lab research on the topic? To what extent can we make the best use of the lab results if generalization and application to the workplace are not proper? (Weiwei)
Are there other areas where you think meta-analysis is not a good option? (Kaitlyn)
Landy’s reasons regarding why results from “artificial work” paradigm research are not generalizable to the real business world are very convincing. He can’t be the only one who recognizes this issue.
Why Artificial Work Paradigm?
Artificial Work Paradigm
Produces consistent results
Higher control
Strong internal validity
Low external validity
Rosen & Jerdee
Real World Paradigm
"The analysis of data gathered from intact groups or dyads in a naturally occurring work setting" (Landy, 382)
Naturally occurring
High external validity
Low internal validity
"This particular study is emblematic of problems with the research paradigm" (Landy, 381)
Commonly involves
Student subjects
Hypothetical employees
Review info about target person
Make evaluation of some sort
Commonly find some evidence of stereotypes
Researchers then use this to draw inferences about how things happen outside of the lab
Supervisors have received formal training on performance evaluation techniques
Training in decision-making
Have done many evaluations throughout their career
Regular interaction and consequences
Supervisors work with or at least observe subordinates on a regular basis
Supervisors may have consequences if an evaluation is found to be inaccurate or poorly decided
Anna Gallegos and Sarah Thielen
Conflicts between the Artificial Paradigm and the Real-world Paradigm
Individuating Information
Evaluator Experience
Regular interaction and consequences
Full transcript