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%T Prejudice and Intergroup Attributions: The Role of Personalization and Performance Feedback %A Ensari, Nurcan %A Miller, Norman %J Group Processes & Intergroup Relations %N 4 %P 391-410 %V 8 %D 2005 %K feedback; personalization; prejudice; %= 2011-03-01T05:45:00Z %~ http://www.peerproject.eu/ %> https://nbn-resolving.org/urn:nbn:de:0168-ssoar-227894 %X We manipulated personalization and group performance feedback to examine their effects on intergroup attributions and prejudice. Following high or low levels of personalized contact with a typical out-group member, participants learned either that the out-group had generally succeeded or that the in-group had failed at the participant’s task. Under high personalization and out-group success, participants exhibited less attributional bias in explaining the success of new out-group job applicants and less prejudice toward them than those under low personalization. By contrast, when one’s in-group had failed, we found similar favorability toward in-group and out-group job applicants. Importantly, when ability attributions and friendliness were separately combined with subjective personalization, both combinations mediated the effects of manipulated personalization in reducing prejudice toward new out-group persons. %G en %9 journal article %W GESIS - http://www.gesis.org %~ SSOAR - http://www.ssoar.info