The Pygmalion Effect

Last class, we were talking about the Pygmalion Effect and its impacts especially on employees performances in organisations. This effect basically describes a type of self-fulfilling expactations, meaning: If the expectation of a superior about the performance of his employee is low, the outcome of the performance is more likely to be unsatisfying as if the expectation of the chef is high. Several reasons can be named for that:

If a manager has a supposably high expectation about the performance of an employee he is more likely to show this to his employee of trust. This could be expressed by supporting words, more information or more time invested to brief or to work with the employee etc. Otherwise if the expectations are low, managers tend to show this as well to the concerned employees by less support. All this can be an unconscious process, not intended by the manager but nevertheless happening. In the video attached below you can find a few examples of managerial treatment that can lead to a Pygmalion Effect. (if the video does not work you can also find it here

As task of the last class, I am showing you some more examples to make clear how the Pygmalion Effect was proofed in experiments and what it exactly evokes:

„In a fascinating study of “performance at sea”, naval cadets preparing to embark on their first cruise, were split into two groups. Those in the first group were told that their responses to earlier questionnaires suggested that they were unlikely to experience seasickness and that, if they did, it was unlikely to impair their performance. Those in the other group simply received non-committal information. At the end of the fiveday cruise, cadets in the first group reported less seasickness and were rated as better performers than the second group by training officers who were unaware of the manipulation.“

„In other non-educational settings, nurses and aides in a nursing home were led to believe that some patients would show more rapid rehabilitation than others. As it turned out, those patients actually did make quicker progress, suffering from fewer depressive tendencies and being re-admitted less often than average expectancy patients“

„One particular study focused on candidates hoping to be recruited as account executives by an international financial service corporation. Based on CV information and a personal statement of motivation, the interviewers rated the likely “fit” of the candidate and whether they expected to recommend the candidate for hire. After the interview, they were asked to what extent they thought “the candidate’s performance in the interview was indicative of his/her true qualifications for the job?” As anticipated, interviewers evaluated those they expected to do well much more favorably and were much more inclined to attribute their good performance to internal factors compared to candidates they had not expected to do well. Moreover, these interviewer feelings were communicative: candidates that interviewers expected to do well tended to be more positive in their post-interview evaluation of the job, the interviewer and the organization. The study leant strong support to the idea that pre-interview impressions of candidates tend to be self-fulfilling“

All cases taken from: http://www.set-up-to-fail.net/pdf/pygmalion.pdf


Why is all that important for Organisations?
Managers who understand the meaning and the impacts of such effects should try to be aware of it in their every day acting und treatment of employees. If used wisely they might be able to raise the performance level of a workforce or individual employees. It could also stable unsure and shy workers and improve their work etc.
The problem is, that many of this is an unconscious program.... and only working till a certain extend!