Marjorie Pauling, Director of Human Resources for Carlson, Inc., was sorting through eight job candidates’ written application materials. One of the candidates, Susan Barksdale, appeared to have great credentials—a degree from Northwestern University, summa cum laude graduate, 3.94 grade point average, and six years of relevant job experience. However, a closer look at Susan’s job history revealed that she had held nine different jobs during her six years of work experience. These jobs were in different industries and varied substantially in responsibilities and requirements. Regardless of the nature of the job, Susan had not lasted more than eight months at any of her jobs. “Something’s not right here,” thought Marjorie. “There’s got to be something wrong with this candidate, no matter how good she looks on paper. No way can we take a risk on her.” Marjorie put Susan’s application into the reject pile. According to attribution theory, Marjorie was using a _____ cue, leading her to reject Susan for _____ factors.