Have you ever wondered how much similarity contributes to whether or not you will get into the school, job position or role you’re applying for? To further elaborate, the similarity of the decision maker and yourself and how much it plays into whether or not you are able to secure a spot or job in which you’re applying. Well there is a thing called the similar to me effect, “This effect occurs when people perceive others who are like themselves more favorably than they do others who are dissimilar.”(Gruman,2016). In this essay, we will evaluate this effect and its implications.
Where can we see the similar to me effect play a role in decision making? We can see this effect play a role in the workplace, in grant awarding and even in the employment process. According to a study described in the article, Similar-to-me effects in the grant application process: Applicants, panelists, and the likelihood of obtaining funds, “The results indicate that panel members tend to favor more (or penalize less) applicants with similar characteristics to them, as the similar-to-me hypothesis suggests.” (Banal-Estanol et al.,2023). This study was analyzing the likelihood of applicants being less or more likely to receive funding based on their characteristics and similarity. The results suggest that similarity did contribute to the decision of who received the funding. As previously mentioned, this effect can also be seen in the workplace. “This potential source of bias was demonstrated by Pulakos and Wexley (1983), who found that when supervisors evaluate employees, the more similar the parties are, the higher the ratings the supervisors give.” (Gruman 2016).
Now that we have discussed where this effect can be seen and how it can influence decision making, we can look into why this may happen and the effect it can have on the people this happens to. One reason this is believed to occur is because of the belief that an individual who is like the decision maker will perform well or deserve the award because they resemble the qualities they feel confident in. Moreover, “Perceived similarity may result in more confidence and trust between the supervisor and the employee.” (Gruman, 2016). This trust is almost an outward projection of their personal beliefs of themselves and their competence rewarding that kind of behavior being mirrored back. This could definitely be a positive reaction if for example, the behavior that is similar is a quality like honesty or strong work ethic. Conversely, this can have a negative effect if the bias is based on general similarities such as ethnicity or background. We have a very diverse society where a difference of individuals can offer a wide variety of skill sets that are beneficial. This is why it is stated that “The similar-to-me effect could potentially have significant negative implications in an increasingly culturally diverse workplace where other employees are bound to be different.”(Gruman,2016).
In conclusion, we can see how studies have suggested that similarities can have an influence on decision making for job positions, employment dynamics, grant awarding and in other circumstances. We discussed how this can be a positive effect with consequences that can strengthen relationships or benefit applicants but we also can see how it can be harmful. In the end, the similar to me effect is a bias with both positive and negative implications but it is helpful to learn about it so that we can recognize it in our society and lives.
References
Gruman, J. A., Schneider, F. W., & Coutts, L. M. (2016). Applied Social Psychology (3rd ed.). SAGE Publications, Inc. (US). https://mbsdirect.vitalsource.com/books/9781506353968
Banal-Estañol, A., Liu, Q., Macho-Stadler, I. and Pérez-Castrillo, D. (2023), Similar-to-me effects in the grant application process: Applicants, panellists, and the likelihood of obtaining funds. R&D Management, 53: 819-839. https://doi.org/10.1111/radm.12601
The “similar-to-me” effect is a psychological phenomenon that has been observed in various contexts, including the workplace, grant awards, and the employment process. This effect occurs when decision-makers, consciously or unconsciously, favor individuals with similar characteristics. A study by Banal-Estanol et al. (2023) provides empirical evidence of this effect, suggesting that panel members tend to favor applicants who resemble them in specific ways. This could be due to various factors, including shared experiences, values, or perspectives, that create a sense of familiarity and trust.
The implications of this effect are complex and multifaceted. On one hand, perceived similarity can foster a sense of confidence and trust between supervisors and employees, potentially leading to more effective collaboration and communication. If the shared qualities are positive traits such as honesty or a strong work ethic, this effect can contribute to a more harmonious and productive work environment. However, it’s important to note that this effect can also lead to negative consequences if the bias is based on superficial similarities such as ethnicity or background. This could result in a lack of diversity and inclusivity, which are crucial for fostering innovation and adaptability in today’s rapidly changing world.
In conclusion, while the “similar-to-me” effect can have certain benefits, it’s crucial to be aware of its potential drawbacks. In an increasingly diverse society, it’s essential to recognize and challenge our biases to ensure fair and inclusive decision-making processes. Doing so can create environments that value and celebrate diversity, leading to richer ideas, perspectives, and solutions. Understanding and addressing the “similar-to-me” effect is critical to achieving this goal.
Gruman, J. A., Schneider, F. W., & Coutts, L. M. (2016). Applied Social Psychology (3rd ed.). SAGE Publications, Inc. (US). https://mbsdirect.vitalsource.com/books/9781506353968
Banal-Estañol, A., Liu, Q., Macho-Stadler, I. and Pérez-Castrillo, D. (2023), Similar-to-me effects in the grant application process: Applicants, panelists, and the likelihood of obtaining funds. R&D Management, 53: 819-839. https://doi.org/10.1111/radm.12601