The Positive Importance Of The Halo Effect

The Halo effect is one judgement I see often as a supervisor. When I conduct an interview, and someone

Theory Y plays a big role at Whole Foods. Theory Y is a positive set of assumptions about people being responsible and creative (Kreitner & Kinicki, 2013). Manager could get more out of individuals by viewing them as self-energized positive people. Under theory Y, people enjoy working, they are self-motivated, committed to the organization, and are responsible human beings (Lawter, Kopelman & Prottas, 2015). Managers assume that individuals are capable of self-direction and they volunteer for additional responsibility. Managers that are consistent with Theory Y behaviors get higher performance out of employees and believe in empowering employees. When given the opportunity, managers with the theory Y principle feels people are creative and

If before examining any process or thought, the leader puts all the participants in an environment with the same condition, external influences will not affect their behavior or performance. This would help the leader to achieve the accurate result that he/ she is looking for. For example, if a platoon leader wants to know about the mental endurance of the soldiers in his platoon and tasks them for conducting a gruesome mission, he should ensure that all his soldiers are having equal responsibility with equal mental pressure. If some of them face serious challenges while others are relaxing, he will receive a biased result. Also, the environment might affect their performance and soldiers having favorable environment will show more mental endurance. Therefore, as a leader to ensure unbiased culture not only in an experiment but also in general for a good working environment, it is necessary to create an identical condition for all the employees in the profession. That is how it becomes easy to assess people and their activities. In an institution, everyone must receive the same treatment and there should not be any space for showing sympathy for someone while ignoring others. As a leader, I must treat everyone equally to create a sound working environment and more productive system. Additionally, I should

In conclusion, the two concepts uses similar format to assess or evaluate employees. However, halo effect is a cognitive bias used by an individual such as feelings and thought (in analogy) where rater bias is the opposite (group of leaders or mangers) where people allow an undesirable trait to influence their assessment of other traits.

The weakness of my team at the Royal Montreal is further exacerbated by a concept known as a self-fulfilling prophecy. A self-fulfilling prophecy generally proceeds in four steps. First, expectations or assumptions are made about a group, often based on stereotypes. Then, this group is treated differently based on the established expectations. Consequently, the group’s behaviour is influenced, causing them to act according to the assumptions. As a result, the expectations only grow stronger or in other words, they “confirm their own accuracy” . This concept relates to my experience at Royal as existing staff members formed expectations regarding the new recruits. They assumed that new staff members had little experience and could not keep

The Halo effect and Rater bias are two potential performance appraisal problems that can cause potential rating errors (Dessler, 2008). These errors in the evaluation render the appraisal, less valuable for the employee and for the company.

The main barriers to the successful use of coaching can be caused by individual self-doubt. Hindmarch (2008) defines self-doubt as the negative feeling associated with evaluating one’s abilities and perceiving them as inadequate to carry out a piece of work effectively. Therefore, this barrier is a work related phenomenon which may affect performance at work in an adverse way. Leonardeli and Arkin (2002) found that when doubts about one’s abilities are not addressed, then damage to self-esteem can follow. This can develop into a negative evaluation of one’s self at a more profound level, and therefore potentially be more damaging. It seems that positive beliefs about oneself may augment performance. Taylor and brown (1985) indicate that excessively positive self-evaluation are characteristics of normal individuals that helps lead to

Self-Management: here we are identifying self-confidence, the ability to manage stress, personal creditability, creativity, and flexibility. Likely, an individual may test high in creativity, flexibility, and confidence (Janz, & Mooney, 2000). Whereas, they may score lower on self-starter, and attention to detail. This individual shows strength in an ability to work in a non-conformist business, they tend to approach ideas from a new vantage point, however, they are less likely to pay close attention to detail or begin a project until creatively inspired (Janz, & Mooney, 2000).

will dislike them. An example would be, a new employee is a high self monitoring individual, thus since before he started working, he made a research about the people

I am predisposed to Theory Y. I have always been a motivated person and look forward to working hard and not being micromanaged. As a nurse, other’s lives are in my hands and making my own decisions to care for them motivates me. I can’t imagine being unmotivated and needing rewards to keep me motivated. I am in a leadership role at my primary job. I feel that most of the people I work around are more predisposed to Theory X. They are constantly seeking approval of their duties and praise for doing their job. It is hard leading people like that but I try my best to give praise when it is worthy. I don’t typically assume anything about my coworkers. I can take a step back and look at the overall goal and interact with coworkers in a way to accomplish that goal.

In my opinion, Interview Bias is reason why interviews may not get a good job or get a poor evaluation from the interviewers. First of all, I think that all candidates should understand what interview bias is. And, they'd better prepare plans to deal with them. A bias can be an opinion about whether a person is good or bad; of course, it's effect to the interviewer's decisions. Secondly, the author refer to eight biases that can happen during an interview, such as The Halo Effect Bias, The Contrast Bias and Cultural Noise Bias. Through these biases I feel that interviewers base biases on cognitive biases that cause them to evaluate may not be accurate. Also, they can choose wrong candidates versus job requirements. For example, a job applicant

According to Kreitner and Kinicki (2013) McGregor contrasted two views on human nature by insisting that Theory Y assumes that people are more positive at work, and believed managers could accomplish more by viewing employees as such (p.9). The other outdated theory, is Theory X, which is a more negative and pessimistic assumption about workers.

Avoid a "halo" effect. This is when an interviewer allows one or two positive traits of a candidate to affect his/her judgment in other areas. It can also apply to negative traits or characteristics.

Some managers were reluctant in differentiating between their employees and allow any unfamiliar person to evaluate them. Because of this true performer might miss his/her rewards and incentives.

2007). Kermally (2005, p.36) explain that McGregor believed ‘how managers manage people in practice depends on what assumptions they make about workers’. It means that which kind of leadership managers choose, according to how managers perceive workers’ attitudes toward their job. Managers believe their workers related to Theory X and Y normally use strict supervision approaches to reduce workers’ control on their job, in contrary, managers allow workers to be innovative and willing to authorise more responsibility to Theory Y workers (Waddell et al. 2007).