Prejudice and Intergroup Attributions: The Role of Personalization and Performance Feedback

We manipulated personalization and group performance feedback to examine their effects on intergroup attributions and prejudice. Following high or low levels of personalized contact with a typical out-group member, participants learned either that the out-group had generally succeeded or that the in-group had failed at the participant’s task. Under high personalization and out-group success, participants exhibited less attributional bias in explaining the success of new out-group job applicants and less prejudice toward them than those under low personalization. By contrast, when one’s in-group had failed, we found similar favorability toward in-group and out-group job applicants. Importantly, when ability attributions and friendliness were separately combined with subjective personalization, both combinations mediated the effects of manipulated personalization in reducing prejudice toward new out-group persons

The Application of the Personalization Model in Diversity Management

In an attempt to extend the existing approaches to diversity management, and present a theoretically based intervention strategy that offers ways to reduce prejudice at the workplace, this article reviews the Personalization Model (Brewer & Miller, 1984; Ensari & Miller, 2002; Miller, 2002) and its components (self-other comparison, self-disclosure, and empathy). We argue that, when applied in an organizational context, personalization can improve intergroup relations in organizations, and thereby increase effectiveness and productivity. The present article also discusses how personalization effects can be extended to the out-group as a whole, and proposes alternative ways to implement it in organizations. We further present ideas for future research that can potentially explore the beneficial effects of intergroup personalized contact at the workplace

Managers’ and Diversity Experts’ Perceptions of Multiculturalism and Internationalism in Organizations

Multiculturalism and internationalism are not consistently defined in the academic and professional fields. In today’s global environment, multicultural and international challenges within organizations are likely to be broader and more complex than previously described in the diversity literature. Lack of understanding of how these constructs apply within a specific organization can be detrimental to the development of relevant strategies and initiatives. Managers and diversity experts were interviewed about their perceptions of how multiculturalism and internationalism apply to organizations; associated issues and challenges; and thoughts and suggestions about programs and initiatives for enhancing multiculturalism and internationalism. Managers’ perceptions varied depending on their organization’s strategic orientation, as well as their own work roles and national backgrounds. It was also noted that though multiculturalism is typically associated with domestic/US issues, it can be applied internationally. However, multiculturalism must be carefully adapted to fit the context in which it is practiced

Prejudice and Intergroup Attributions: The Role of Personalization and Performance Feedback

International audienceWe manipulated personalization and group performance feedback to examine their effects on intergroup attributions and prejudice. Following high or low levels of personalized contact with a typical out-group member, participants learned either that the out-group had generally succeeded or that the in-group had failed at the participant's task. Under high personalization and out-group success, participants exhibited less attributional bias in explaining the success of new out-group job applicants and less prejudice toward them than those under low personalization. By contrast, when one's in-group had failed, we found similar favorability toward in-group and out-group job applicants. Importantly, when ability attributions and friendliness were separately combined with subjective personalization, both combinations mediated the effects of manipulated personalization in reducing prejudice toward new out-group persons