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Related Concept Videos

Stereotype Content Model02:16

Stereotype Content Model

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The Stereotype Content Model (SCM) was first proposed by Susan Fiske and her colleagues (Fiske, Cuddy, Glick & Xu, 2002; see also Fiske, 2012 and Fiske, 2017). The SCM specifies that when someone encounters a new group, they will stereotype them based on two metrics: warmth—or that group’s perceived intent, and how likely they are to provide help or inflict harm—and competence—or their ability to carry out that objective. Depending on the warmth-competence...
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Stereotypes, Prejudice, and Discrimination02:55

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Humans are very diverse and although we share many similarities, we also have many differences. The social groups we belong to help form our identities (Tajfel, 1974). These differences may be difficult for some people to reconcile, which may lead to prejudice toward people who are different. Prejudice is a negative attitude and feeling toward an individual based solely on one’s membership in a particular social group (Allport, 1954; Brown, 2010). Prejudice is common against people who...
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Equity Theory01:26

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Equity theory explains how our sense of fairness influences the dynamics of close relationships. Rooted in social psychology, the theory posits that individuals evaluate fairness by comparing the ratio of their contributions to the rewards they receive. Relationship satisfaction is highest when these ratios are perceived as balanced between partners, promoting mutual reciprocity and a sense of justice.Equity vs. Equality in RelationshipsEquity is distinct from equality. Fairness does not...
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Social Loafing01:37

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Another way in which a group presence can affect performance is social loafing—the exertion of less effort by a person working together with a group. Social loafing occurs when our individual performance cannot be evaluated separately from the group. Thus, group performance declines on easy tasks (Karau & Williams, 1993). Essentially individual group members loaf and let other group members pick up the slack. Because each individual’s efforts cannot be evaluated,...
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In- and Out-Groups01:31

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People all belong to a gender, race, age, and social economic group. These groups provide a powerful source of our identity and self-esteem (Tajfel & Turner, 1979) and serve as our in-groups. An in-group is a group that we identify with or see ourselves as belonging to.
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Bias in Epidemiological Studies01:29

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Biases can arise at various stages of research, from study design and data collection to analysis and interpretation. Recognizing and addressing these biases is essential to ensure the validity and reliability of epidemiological findings.Broadly speaking, biases in epidemiology fall into three main categories: selection bias, information bias, and confounding. A more detailed description of possible biases is:  
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Dried Blood Spot Collection of Health Biomarkers to Maximize Participation in Population Studies
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Study highlights link between unfairness and staff sickness.

Alison Moore

    Nursing Standard (Royal College of Nursing (Great Britain) : 1987)
    |June 23, 2016
    PubMed
    Summary

    Feeling unfairly treated at work is common, impacting perceptions of fairness in promotions, task allocation, and communication. Addressing workplace inequity is crucial for employee morale and organizational justice.

    Area of Science:

    • Organizational Psychology
    • Workplace Dynamics
    • Social Justice in Employment

    Background:

    • Employees often experience perceptions of unfair treatment at work.
    • Common grievances include perceived inequities in promotions, workload distribution, and lack of voice.
    • Lack of transparency in organizational decisions exacerbates feelings of injustice.

    Purpose of the Study:

    • To explore the multifaceted nature of perceived unfairness in the workplace.
    • To identify key areas where employees feel unfairly treated.
    • To understand the impact of perceived inequity on employee experience.

    Main Methods:

    • Qualitative analysis of employee experiences with workplace fairness.
    • Thematic analysis of reported instances of unfair treatment.

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  • Exploration of employee perceptions regarding promotion, task allocation, and communication.
  • Main Results:

    • Perceived unfairness manifests in various forms, including biased promotion processes.
    • Unequal distribution of undesirable tasks contributes to feelings of inequity.
    • Suppression of employee voice and lack of procedural transparency are significant concerns.

    Conclusions:

    • Addressing perceived unfairness is vital for fostering a just and equitable work environment.
    • Organizations must ensure transparent and fair practices in promotions, task assignment, and communication.
    • Enhancing employee voice mechanisms can mitigate negative impacts of perceived inequity.