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Pygmalion Effect: Importance In An Organizational Management By Muhammad Ibrahim
Abdullahi; December 2018.
1
1.0 Introduction
It is well known that focusing on a positive outcome of any situation can be one of the greatest
contributors to success. Owing to it will augment your confidence and dedication. Hence, a
person who focuses positively can be very bold and be more committed until he gets the desired
and favouring outcome. According to Shawn Grimsley the Pygmalion effect is a psychological
principle that has relevance to effectively managing people. So, if you think your organization
would be successful, you may unconsciously make it real through your action or inaction. The
expectation is a magnificent thing. It can lead to success and still, it can lead to failure. Having
atrocious expectation is actually disadvantageous. This is because an awful expectation might
lead to failure. According to the research, the greatest failure of all failure is to fear too much
to fail. Being mindful and conscious about your expectation through directing and re-directing
your focus would be beneficial. Most researchers in a Pygmalion effect state that if you expect
good you’re more likely to get good and then vice versa. A clear illustration of a Pygmalion
effect is that when things seem to be unfavourable. If you endure, expect and maintain a
positive. This can help you coincidentally achieving a desirable outcome at the end. Some
studies confirm that the Pygmalion effect creates literal change in what occurs. Besides, it is
obviously valuable for any organization, group, or individual that are facing or getting an
undesirable result to re-direct their minds to a positive expectation.
Pygmalion Effect: Importance In An Organizational Management By Muhammad Ibrahim
Abdullahi; December 2018.
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2.0 The Concept of Pygmalion effect
The Pygmalion effect states that "one's expectations about a person can eventually, lead that
person to behave and achieve in ways that confirm those expectations" (Tauber, 1998).
This definition indicates that expectation is a useful instrument. If you expect good. It could
increase your confidence and your performance would significantly be higher. Jointly, if you
expect someone or your employee to perform well so you can unknowingly or knowingly
motivate them. This can eventually lead to higher performance.
The Wikipedia mentions that a corollary of the Pygmalion effect is the golem effect, in which
low expectations lead to a decrease in performance.
Moreover, if you expect less. It may cause a dramatic decrease in your confidence. Then your
performance would drastically be lower. Similarly, if you expect unfavourable outcome from
someone or your employee. Then you can intentionally or unintentionally discourage them.
This can give a dislikeable outcome.
Some studies have shown that by the Pygmalion effect, people internalize their positive labels
and those with positive label succeed accordingly. So, labelling positively could be one of the
remarkable things to push you or your organization to prosper.
According to Shawn Grimsley document, the Pygmalion effect is a psychological principle that
has relevance to effectively managing people.
Research has clearly established that employees have a greater level of success when their
managers expect more of them. If you believe your employees are high producers and treat
them as high producers, they tend to become high producers. This is because your belief in
your employees tends to boost their self-efficacy. Self-efficacy is a person's belief in his or her
ability to perform the actions necessary for success.
Pygmalion Effect: Importance In An Organizational Management By Muhammad Ibrahim
Abdullahi; December 2018.
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3.0 Importance of Pygmalion effect in an Organization Management
The importance of a Pygmalion effect an Organization Management are as follows;
1. Building willingness
2. Improving confidence
3. Progressing commitment
3.1 Building willingness
Willingness is one of the beneficial things that Pygmalion effect assist in a proper management
and the success of an organization. That means if you expect good. You automatically have an
eagerness and willingness about having good. If you expect development from your
organization. Then be sure that your organization is eveloped. Specifically, Robert
Rosenthal and Lenore Jacobson's study showed that, if teachers were led to expect enhanced
performance from children, then the children's performance was enhanced
3.2 Improving confidence
Increasing confidence in your organization can impressively accelerate the development of
your organization. By having a Pygmalion effect with confidence it can tell you to be bold to
achieve better. Concurrently, a transcript of Shawn Grimsley tells that the Pygmalion-at-work
model suggests that having high expectations of your employees makes you behave towards
them in a way that enhances their self-efficacy, which will motivate them to expend more
effort, resulting in increased performance.
Managers must keep in mind that self-fulfilling prophecies can cut both ways. If you have low
expectations for your employees, you may be inadvertently hurting their performance by
negatively impacting their self-efficacy. This is known as the golem effect.
Pygmalion Effect: Importance In An Organizational Management By Muhammad Ibrahim
Abdullahi; December 2018.
4
3.3 Progressing commitment
The dedication and commitment can make you do an extraordinary impact on your
organization. The Pygmalion effect helps a person to keep his commitment by thinking
positively that the end would be profitable. According to farm street article, The Pygmalion
effect is a psychological phenomenon wherein high expectations lead to improved performance
in a given area. In order words, the good expectation is a key to commitment and dedication.
Summary
Pygmalion effect is all about ‘expectation’. Thus, Positive expectation could lead to a positive
outcome. Also, a negative expectation might lead to a negative result. Hence, an organization
that has a positive expectation gets opportunities in every drawback. Still, an organization that
has a negative expectation gets a regret in some opportunities.
Recommendation
The organization managers and individual are encouraged to expect positively, think positively,
behave positively, and act positively in all situations even though they witnessed the
unfavourable outcome.
Pygmalion Effect: Importance In An Organizational Management By Muhammad Ibrahim
Abdullahi; December 2018.
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References
Mitchell, Terence R.; Daniels, Denise (2003). "Motivation". In Walter C. Borman;
Daniel R. Ilgen; Richard J. Klimoski. Handbook of Psychology (volume 12). John
Wiley & Sons, Inc. p. 229. ISBN 0-471-38408-9.
Wikipedia, free encyclopaedia https://en.wikipedia.org/wiki/Pygmalion_effect
https://www.kbmanage.com/concept/pygmalion-effect
Rosenthal, Robert; Jacobson, Lenore (1992). Pygmalion in the classroom : teacher
expectation and pupils' intellectual development (Newly expanded ed.). Bancyfelin,
Carmarthen, Wales: Crown House Pub. ISBN 978-1904424062.
https://fs.blog/2018/05/pygmalion-effect/
Feldman, Robert S.; Prohaska, Thomas (1979). "The student as Pygmalion: Effect of
student expectation on the teacher". Journal of Educational Psychology. 71 (4): 485
493. doi:10.1037/0022-0663.71.4.485
https://study.com/academy/lesson/pygmalion-effect-definition-examples-quiz.html
ResearchGate has not been able to resolve any citations for this publication.
Chapter
This chapter reviews the topic of motivation. We start with a definition of this construct and how it fits with other constructs like effort, persistence, and performance. The underlying organizing idea for the chapter is various tensions in our field. We then proceed to review different motivational approaches that represent the different perspectives represented by the tensions. We start with a review of theories that highlight motivational mechanisms that are internal to the person. The rational theories like expectance theory, self‐efficacy, and goal setting are contrasted with the nonrational approaches that focus on personality and emotions. We then discuss theories that focus more on social or external factors that motivate individuals. Included here are justice and reinforcement theories. We close with a discussion of the ways that these motivational approaches could be organized using different perspectives than the tension idea. Included here are discussions of the extent to which theories have a future, past, or present time perspective; the extent to which the motivational process is seen as malleable; and the ease with which the approaches can be implemented in organizations.
Chapter
This chapter is built on a broad view of “individual assessment” relative to its use in industrial and organizational settings. In constructing our treatment, we address historical, theoretical, as well as practical issues surrounding assessments in work settings. Specifically, we highlight the multiple purposes, the types of factors measured, the approaches used, and the role that assessment must play to ensure business success. While the skills and techniques involved in workplace assessments would be familiar to most psychologists, the application of the former must be sensitive and appropriate to particular work-context realities. Therefore, our treatment of assessment is embedded within a broader discussion of the business and technical considerations inherent in the workplace. We begin the chapter with a brief historical introduction to the role and development of assessments in work settings, including a discussion of purposes for, attributes of, and approaches to assessment. Following this, attention is given to the technical implementation of assessments, the focus of those assessments, and the major tools used to conduct these assessments. Finally, we conclude our chapter with an examination of the major issues surrounding contemporary assessment in work settings such as business necessity, social policy, and technical/professional concerns. Keywords: employee appraisal; executive coaching; personnel selection; promotion criteria; psychological assessment; training needs assessment
The student as Pygmalion: Effect of student expectation on the teacher
  • Robert S Feldman
  • Thomas Prohaska
Feldman, Robert S.; Prohaska, Thomas (1979). "The student as Pygmalion: Effect of student expectation on the teacher". Journal of Educational Psychology. 71 (4): 485-493. doi:10.1037/0022