attitude[1]

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition.Copyright © 2003 Pearson Education Canada Inc.

Chapter 2

Perception, Personality, and

Emotions


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


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


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.


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.


Factors Influencing Perception

• The Perceiver

• The Target

• The Situation


Exhibit 2-1 Figure-Ground Illustrations


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


Factors Affecting Judgment

• Attribution Theory

• Perceptual Errors– Selective Perception– Halo Effect– Contrast Effects– Projection– Stereotyping


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?


Attribution Theory

• 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.


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


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


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


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


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


Myers-Briggs Type Indicator

• Personality test to determine how people usually act or feel in particular situations

• Classifications:– Extroverted (E) or introverted (I)– Sensing (S) or intuitive (I)– Thinking (T) or feeling (F)– Perceiving (P) or judging (J)

• Combined to form types, for example:– ESTP– INTJ


The Big Five Model

• Classifications– Extroversion– Agreeableness– Conscientiousness– Emotional Stability– Openness to Experience


Exhibit 2-6 Big Five Personality Factors and

PerformanceBig Five Personality Factor Relationship to Job

Performance Relationship to Team Performance

Extroversion * Positively related to job performance in occupations requiring social interaction

* Positively related to training proficiency for all occupations

* Positively related to team performance

* Positively related to degree of participation within team

Agreeableness * Positively related to job performance in service jobs

* Most studies found no link between agreeableness and performance or productivity in teams

* Some found a negative link between person’s likeability and team performance

Conscientiousness * Positively related to job performance for all occupational groups

* May be better than ability in predicting job performance


Exhibit 2-6 Big Five Personality Factors and

PerformanceBig Five Personality Factor Relationship to Job

Performance Relationship to Team Performance

Emotional Stability * A minimal threshold amount may be necessary for adequate performance; greater degrees not

related to job performance

* Positively related to performance in service jobs

* May be better than ability in predicting job performance across all occupational groups

Openness to Experience

*Positively related to training proficiency

*Data unavailable


Major Personality Attributes Influencing OB

• Locus of Control

• Machiavellianism

• Self-Esteem

• Self-Monitoring

• Risk Taking

• Type A Personality

• Type B Personality


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


Machiavellianism

• Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means


Self-Esteem

• Individuals’ degree of liking or disliking of themselves


Self-Monitoring

• A personality trait that measures an individual’s ability to adjust behaviour to external situational factors


Risk-Taking

• Refers to a person’s willingness to take chances or risks


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.


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 personalities


Exhibit 2-7Personality-Job Fit

Type PersonalityCharacteristics

CongruentOccupations

Realistic Shy, genuine,persistent

Mechanic, drillpress operator

Investigative Analytical,original, curious

Biologist,economist

Social Sociable,friendly

Social worker,teacher

Conventional Conforming,efficient

Accountant,corporatemanager

Enterprising Self-confident,ambitious

Lawyer, realestate agent

Artistic Imaginative,disorderly

Painter,musician


Exhibit 2-8 Relationships Among Occupational

Personality TypesRealistic

(R)

Social

(S)

Investigative(I)

Enterprising(E)

Artistic(A

)

Co

nve

ntio

na

l(C

)


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.


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.


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


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.


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


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)


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


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

attitude[1]

Documents

external factors

job performance

internal factors

organizational behaviour

canadian edition

nancy langton

personality factors

individual act