chapter 2 perception, personality, and emotion. chapter 2, stephen p. robbins and nancy langton,...
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Chapter 2
Perception, Personality, and Emotion
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 2
Chapter Outline
What is Perception, and Why Is It Important?
Factors Influencing Perception
Perception and Judgement: Attribution Theory
Frequently Used Shortcuts in Judging Others
Personality Emotions
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 3
Perception, Personality, and
Emotions
What is perception, and why is it important for understanding the workplace?
To what extent does personality affect behaviour?
Does understanding emotions lead to better understanding how people interact?
Questions for ConsiderationQuestions for Consideration
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 4
Perception
What is Perception?– A process by which individuals
organize and interpret their sensory impressions in order to give meaning to their environment.
Why Is it Important?– Because people’s behaviour is
based on their perception of what reality is, not on reality itself.
– The world as it is perceived is the world that is behaviourally important.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 5
Why We Study Perceptions
We study this topic to better understand how people make attributions about events.
We don’t see reality. We interpret what we see and call it reality.
The attribution process guides our behaviour, regardless of the truth of the attribution
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 6
Factors Influencing Perception
The Perceiver The Target The Situation
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 7
Exhibit 2-1Factors that
Influence Perception
Factors in the Perceiver•Attitudes•Motives•Interests•Experience•Expectations
Factors in the Perceiver•Attitudes•Motives•Interests•Experience•Expectations
Factors in the situation•Time•Work setting•Social setting
Factors in the situation•Time•Work setting•Social setting
Factors in the target•Novelty•Motion•Sounds•Size•Background•Proximity
Factors in the target•Novelty•Motion•Sounds•Size•Background•Proximity
PerceptionPerception
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 8
Perception and Judgement:
Attribution Theory
Attribution Theory – When individuals observe behaviour,
they attempt to determine whether it is internally or externally caused.
Fundamental Attribution Error– The tendency to underestimate the
influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others.
Self-Serving Bias– The tendency for individuals to
attribute their own successes to internal factors while putting the blame for failures on external factors.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 9
Frequently Used Shortcuts in Judging
Others Selective Perception
– People selectively interpret what they see on the basis of their interest, background, experience, and attitudes.
Halo Effect– Drawing a general impression about an
individual on the basis of a single characteristic.
Contrast Effects– Evaluations of a person’s characteristics
that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
Projection– Attributing one’s own characteristics to
other people Stereotyping
– Judging someone on the basis of one’s perception of the group to which that person belongs.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 10
Personality
What is Personality?– The sum total of ways in which
an individual reacts and interacts with others.
Personality Determinants– Heredity– Environment– Situation
Personality Traits– Enduring characteristics that
describe an individual’s behaviour
The Myers-Briggs Type Indicator (MBTI)
The Big Five Model
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 11
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Outgoing
More intelligent
Emotionally stable
Dominant
Happy-go-lucky
Conscientious
Venturesome
Sensitive
Suspicious
Imaginative
Shrewd
Apprehensive
Experimenting
Self-sufficient
Controlled
Tense
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Exhibit 2-2Sixteen Primary
Traits
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 12
Exhibit 2-3
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 13
Exhibit 2-4 The Big Five Model
Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 14
Exhibit 2-4 Big Five Personality
Factors and Individual Job and Team Performance
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 15
Major Personality Attributes
Influencing OB
Locus of Control– Internals– Externals
Machiavellianism Self-Esteem Self- Monitoring Risk Taking Type A Personality Type B Personality
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 16
Type A’s and Type B’s
Type A Personality– Always moving, walking, and eating
rapidly.– Feel impatient with the rate at which most
events take place.– Strive to think or do two or more things at
once.– Cannot cope with leisure time.– Are obsessed with numbers, measuring
their success in terms of how many or how much of everything they acquire.
Type B Personality– Never suffer from a sense of time urgency
with its accompanying impatience.– Feel no need to display or discuss either
their achievements or accomplishments unless such exposure is demanded by the situation.
– Play for fun and relaxation, rather than to exhibit their superiority at any cost.
– Can relax without guilt.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 17
Emotions
What are Emotions? Felt vs. Displayed Emotions Can People Be Emotionless? Gender and Emotions Why Should We Care About
Emotions in the Workplace?
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 18
What are Emotions?
Three related terms:– Affect: A broad range of
feelings that people experience.
– Emotions: Intense feelings that are directed at someone or something.
– Moods: Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 19
Emotional Labour
When an employee expresses organizationally desired emotions during interpersonal interactions.
Employees can experience a conflict between– felt emotions: An individual’s
actual emotions– displayed emotions: Emotions
that are organizationally required and considered appropriate in a given job.
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 20
Emotional Intelligence
Noncognitive skills, capabilities, and competencies that influence a person's ability to succeed in coping with environmental demands and pressures
Five dimensions:– Self-awareness– Self-management– Self-motivation– Empathy– Social skills
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 21
Exhibit 2-5 Facial Expressions
Convey Emotions
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Canadian EditionCopyright © 2002 Pearson Education Canada Inc. 22
Summary and Implications
Perception– Individuals behave based not on the way
their external environment actually is but, rather, on what they see or believe it to be
– Evidence suggests that what individuals perceive from their work situation will influence their productivity more than will the situation itself
– Absenteeism, turnover, and job satisfaction are also reactions to the individual’s perceptions
Personality– Personality helps us predict behaviour– Personality can help match people to
jobs, to some extent at least Emotions
– Can hinder performance, especially negative emotions
– Can also enhance performance