Outline: HY Dairies Case analysis

1. Introduction

Stereotyping at the workplace is primarily responsible for diminishing employee’s motivation and commitment leading to poor performance and low productivity. Gilman believes that promoting Rochelle is the best compensation in order to offer new and yet differentiated working experience thus enhancing her career while uplifting the corporation. However, Rochelle feels that the promotion is a way of lowering her working status just because she is not white and she is female. To her being an assistant brand manager was giving her fulfillment based on its exposure as well as giving her the opportunity of rising to the manager position based on effort and not discrimination. Gilman failed to recognize that although Rochelle had accepted the position she held the wrong perception regarding the promotion

1. Case Analysis Using Stereotyping and Social Identity Theory

Stereotyping is the supplement of social individuality assumption. Stereotyping can be illustrated as the approach of dispatching potentials to persons based on social assumptions (Hogg & Terry, 2000). In other words, stereotyping normally display the aspects of biases and partition. Social identity approach seeks to create light where individuals tend to view others in reference to classification, differentiation, and homogenization (Hogg & Terry, 2000). It becomes evident that Rochelle believed that as a research coordinator she would not be able to achieve her desire of becoming a manager. In addition, she gained discernment by believing that she had been sidelined. Gilman failed to recognize the wrong perception that Rochelle had developed since based on his experience this was a form of award for her contributions.

III.       Perception Error

1. Hallo Effect

Halo effect is the perception error that is apparent in the case. This usually occurs when powerful information in regard to the intention and target is absent. In that Gilman and Rochelle developed the wrong impression of one another.

1. False Effect

While Gilman thought that he had compensated her commitment she believed to have been sidelined based on her gender and race. False consensus is evident also as Gilman thought that her ideas aligned with those of Rochelle but he as wrong.

1. Strategies for Minimizing Misperceptions in the Organization
2. Pursue Employee’s Autonomy

In the quest of preventing such misperceptions, the organization should pursue employee’s autonomy since with autonomy then misconceptions between top management and are eliminated.

1. Active Listening

Active listening can help in understanding employee’s issues and how each is to be resolved. 

1. Negotiation

Also encouraging negotiation by allowing employees to lay their choices and justification to compare with the existing offers.

1. Conclusion

Based on the conducted analysis it is apparent that misconceptions have been developed and this can best be resolved by promoting employees, autonomy and creating settings for negotiations. Gilman assumed that by promoting Rochelle she would be motivated based on her positive efforts. On the other hand, Rochelle perceived the promotion as a status demotion that would hinder her from attaining the management role for being a woman of color.

 

 

 

 

 

 

HY Dairies Case analysis

Introduction

HY Diaries has experienced a substantial growth during its last operative year courtesy of Rochelle Bauport one of the few women who has proved to be efficient in her brand marketing role. Based on the achievement that is not comparable with what had been achieved prior the company’s vice president feels that Rochelle deserves to be awarded to become the research coordinator and move from the marketing assistant which appeared to be shading her potential (Case study, N.d.). This advancement has been offered legally based on her efforts and commitment to ensuring that the company moves to a favorable position within the market. Gilman believes that promoting her is the best compensation in order to offer new and yet differentiated working experience thus enhancing her career while uplifting the corporation. However, Rochelle feels that the promotion is a way of lowering her working status just because she is not white and she is female (Case study, N.d.). To her being an assistant brand manager was giving her fulfillment based on its exposure as well as giving her the opportunity of rising to the manager position based on effort and not discrimination. In her former employment, the boss had made it clear that being a woman meant that she would never reach the manager position which she now believes is the case at the company. Gilman failed to recognize that although Rochelle had accepted the position she held the wrong perception regarding the promotion (Case study, N.d.). Stereotyping at the workplace is primarily responsible for diminishing employee’s motivation and commitment leading to poor performance and low productivity.

Case Analysis Using Stereotyping and Social Identity Theory

            First forward, stereotyping is the wrongful assignment of various traits to people based on their background without any fact of truth. In most cases, it results when people tend to exaggerate offensive beliefs that are meant to prejudice others (Hogg & Terry, 2000). On the face of this and with a focus on social identity- a theory that focus on we make perceptions on others-, it is apparent something terribly went wrong in case of focus.

            To be more precise, from the case, it is apparent that Beauport enjoyed her role. In fact, she was among the top performing employees. Nevertheless, when HY Diaries intended to propel her work to that of marketing research, she developed various perceptions. She started by developing a notion that the new positions as being more of backroom specific support job rather than overseeing. In fact, she felt that this new position did not contribute much to the company profits. Besides, she developed the notion that the new position of marketing research was not a position that would help her attain top management position.     What exactly went wrong is the misperception by Mr. Gilman who thought that Beauport would gladly enjoy this new job (Case study, N.d.) After all, this is the route he had passed before his current position and achievements. According to him, this would have helped her attain relevant experience and stature to grow up the ladder. Little known to him are the different perceptions that various people have and to Beauport, this was not what she wanted.

Perception Error

In this case, a number of errors become apparent. For one, there is the Halo effect that occurs one an experience of one person is used to judge the whole group. For instance, Mr. Gilman developed out of his own experience developing a notion that it applied to whole employees of HY Diaries. Another notable error is the false consensus. False consensus occurs when one thing he or she is in agreement with others by default but only to realize that others have other ideas and beliefs that are totally different. For example, Mr. Gilman seems to have developed a self-consensus that Beauport has similar aspirations like him only to realize he was wrong (Case study, N.d.).  Lastly, there is a self-fulfilling prophecy. This arises when one tends to imagine that things will turn out as he or she has planned. This is clear from the in the instance whereby the management thought other employees to influence others, something that did not happen for Beauport.

Strategies for Minimizing Misperceptions in the Organization

    The management can do a number of things to help in improving understanding and minimizing various issues that bring about these misunderstandings. To be successful, the management needs to pursue more employee autonomy. In this, employees would be left to self-determine their fate and if there is anything that the organization can do is support them by providing an enabling environment as well as resources. Also, this can be supported by the creation of room for negotiation. In all honesty, this can help employees to relay their plans and wished to management without much fear of being victimized or prejudiced (Hogg & Terry, 2000). Consequently, this can help them achieve what they want and desires. Lastly, the management should seek a greater understanding of issues. From stereotypes issues to social identity issues and proper employee developed, the management should ensure that whatever happens, it is in control. By listening actively to the employees this can help in understanding their concerns and needs.

Conclusion

            Based on the conducted analysis it is apparent that misconceptions have been developed and this can best be resolved by promoting employees, autonomy and creating settings for negotiations. Gilman assumed that by promoting Rochelle she would be motivated based on her positive efforts. On the other hand, Rochelle perceived the promotion as a status demotion that would hinder her from attaining the management role for being a woman of color.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Hogg, M. A., & Terry, D. I. (2000). Social identity and self-categorization processes in organizational contexts. Academy of management review, 25(1), 121-140.

HY Dairies - Perceptual error in the workplace. (n.d.). Retrieved November 06, 2017, from https://brainmass.com/business/corporate-culture-and-human-resource-alignment/hy-dairies-perceptual-error-in-the-workplace-568972

McShane, S. L. & Von Glinow, M. (2010). Organizational Behavior: Emerging Knowledge and Practice For The Real World. 5th ed. New York: McGraw-Hill Irwin.