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Full-Text Articles in Business
Perceived Entitlement Causes Discrimination Against Attractive Job Candidates In The Domain Of Relatively Less Desirable Jobs, Margaret Lee, Marko Pitesa, Madan M. Pillutla, Stefan Thau
Perceived Entitlement Causes Discrimination Against Attractive Job Candidates In The Domain Of Relatively Less Desirable Jobs, Margaret Lee, Marko Pitesa, Madan M. Pillutla, Stefan Thau
Research Collection Lee Kong Chian School Of Business
People generally hold positive stereotypes of physically attractive people and because of those stereotypes often treat them more favorably. However, we propose that some beliefs about attractive people, specifically, the perception that attractive individuals have a greater sense of entitlement than less attractive individuals, can result in negative treatment of attractive people. We examine this in the context of job selection and propose that for relatively less desirable jobs, attractive candidates will be discriminated against. We argue that the ascribed sense of entitlement to good outcomes leads to perceptions that attractive individuals are more likely to be dissatisfied working in …
The Illusion Of Transparency In Performance Appraisals: When And Why Accuracy Motivation Explains Unintentional Feedback Inflation, Michael Schaerer, Mary Kern, Gail Berger, Roderick I. Swaab
The Illusion Of Transparency In Performance Appraisals: When And Why Accuracy Motivation Explains Unintentional Feedback Inflation, Michael Schaerer, Mary Kern, Gail Berger, Roderick I. Swaab
Research Collection Lee Kong Chian School Of Business
The present research shows that managers communicate negative feedback ineffectively because they suffer from transparency illusions that cause them to overestimate how accurately employees perceive their feedback. We propose that these illusions emerge because managers are insufficiently motivated to engage in effortful thinking, which reduces the accuracy with which they communicate negative feedback to employees. Six studies (N = 1883) using actual performance appraisals within an organization and role plays with MBA students, undergraduates, and online participants show that transparency illusions are stronger when feedback is negative (Studies 1–2), that they are not driven by employee bias (Study 3), and …