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Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Perception, Personality, and
Emotions
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Perception and 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 of how people interact?
Questions for ConsiderationQuestions for Consideration
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Factors Influencing Perception
• The Perceiver
• The Target
• The Situation
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Exhibit 2-1 Figure-Ground Illustrations
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Exhibit 2-2 Factors that Influence Perception
Perception
The Target
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
The Perceiver
• Attitudes
• Motives
• Interests
• Experience
• Expectations
The Situation
• Time
• Work setting
• Social setting
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Factors Affecting Judgment
• Attribution Theory
• Perceptual Errors– Selective Perception– Halo Effect– Contrast Effects– Projection– Stereotyping
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Attribution Theory
• When individuals observe behaviour, they attempt to determine whether it is internally or externally caused.– Distinctiveness
• Does individual act the same way in other situations?
– Consensus • Does individual act the same as others in
same situation?
– Consistency • Does the individual act the same way over
time?
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Exhibit 2-3 Attribution Theory
Observation InterpretationAttribution
of cause
External
High
Low
High
High
Low
Internal
External
Internal
Internal
External
Individual
behaviour
Distinctiveness
Consensus
Consistency
Low
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Perceptual Errors
• Selective Perception– People selectively interpret what they see based on
their interests, background, experience, and attitudes
• Halo Effect– Drawing a general impression about an individual
based on a single characteristic
• Contrast Effects– A person’s evaluation is affected by comparisons
with other individuals recently encountered
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Perceptual Errors
• Projection– Attributing one’s own characteristics to other
people
• Stereotyping– Judging someone on the basis of your
perception of the group to which that person belongs
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Personality
The sum total of ways in which an individual reactand 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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.vs.
OutgoingMore intelligentEmotionally stableDominantHappy-go-luckyConscientiousVenturesomeSensitiveSuspiciousImaginativeShrewdApprehensiveExperimentingSelf-sufficientControlledTense
1. 2. 3. 4. 5. 6. 7. 8. 9.10.11.12.13.14.15.16.
Exhibit 2-4 Sixteen Primary Personality Traits
Reserved Less intelligent Affected by feelingsSubmissiveSeriousExpedientTimidTough-mindedTrustingPracticalForthrightSelf-assuredConservativeGroup-dependentUncontrolledRelaxed
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
The Big Five ModelExhibit 2-6 Big Five Personality
Factors and Performance• Classifications
– Extroversion– Agreeableness– Conscientiousness– Emotional Stability– Openness to Experience
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Major Personality Attributes Influencing OB
• Locus of Control
• Machiavellianism
• Self-Esteem
• Self-Monitoring
• Risk Taking
• Type A Personality
• Type B Personality
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Locus of Control
• The degree to which people believe they are in control of their own fate – Internals
• Individuals who believe that they control what happens to them
– Externals• Individuals who believe that what
happens to them is controlled by outside forces such as luck or chance
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Machiavellianism
• Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Self-Esteem
• Individuals’ degree of liking or disliking of themselves
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Self-Monitoring
• A personality trait that measures an individual’s ability to adjust behaviour to external situational factors
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Risk-Taking
• Refers to a person’s willingness to take chances or risks
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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.
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Achieving Personality Fit
• Person-Job Fit– Identifies six personality types and proposes that
the fit between personality type and occupational environment determines satisfaction and turnover.
• Person-Organization Fit– Argues that people leave organizations that are not
compatible with their personalitiesExhibit 2-7Personality-Job FitExhibit 2-8 Relationships Among Occupational Personality Types
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Choosing Emotions: 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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Gender and Emotions
• Differences– Women show greater emotional expression
than men– Women experience emotions more intensely– Women display more frequent expressions of
all emotions, except anger
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Gender and Emotions
• Explanations– Men and women socialized differently
• Men: tough and brave; Women: nurturing. – Women may have more innate ability to read others
and present their emotions than do men.
– Women may have a greater need for social approval and thus show more positive emotions like happiness.
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Negative Workplace Emotions
• Negative emotions can lead to a number of deviant workplace behaviours. They fall in categories such as: – Production (leaving early, intentionally
working slowly)– Property (stealing, sabotage)– Political (gossiping, blaming co-workers)– Personal aggression (sexual harassment,
verbal abuse)
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
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
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.
Summary and Implications
• 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
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