2003 McGraw-Hill Ryerson Ltd.

Perception, Perception, Personality, and Personality, and

EmotionEmotion

Chapter TwoChapter Two

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Social PerceptionSocial Perception Stage 1: Selective Attention/Comprehension

Stage 2: Encoding and Simplification

Stage 3: Storage and Retention

Stage 4: Retrieval and Response

Managerial Implications

Self-PerceptionSelf-Perception Self-Esteem

Self-Efficacy

Self-Monitoring

Chapter Two OutlineChapter Two Outline

2003 McGraw-Hill Ryerson Ltd.

Causal AttributionsCausal AttributionsAttributional Tendencies

Personality DynamicsPersonality DynamicsThe Big Five Personality Dimensions

Locus of Control: Self or Environment?

Attitudes

Emotions in the WorkplaceEmotions in the WorkplacePositive and Negative Emotions

More Attention Needed

Emotional Intelligence (EI)

Chapter Two OutlineChapter Two Outline (cont’d)(cont’d)

2003 McGraw-Hill Ryerson Ltd.

Social Perception ModelSocial Perception Model

Competingenvironmental

stimuli:* People* Events* Objects

Interpretationand

categorization

Stage 1Stage 1Selective Attention/

Comprehension

Stage 2Stage 2Encoding

and Simplification

A

C

F

A

B

C

D

E

F

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Social Perception ModelSocial Perception Model (cont’d)(cont’d)

Stage 3Stage 3Storage andRetention

Stage 4Stage 4Retrieval

and Response

MemoryJudgments and

decisionsC

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Stage 1: Selective Attention/ Stage 1: Selective Attention/ ComprehensionComprehension- Attention is the process of becoming aware of something or someone- People pay attention to salient stimuli

Stage 2: Encoding and SimplificationStage 2: Encoding and Simplification- Encoding is the process of interpreting environmental stimuli by using information contained in cognitive categories - The same information can be interpreted differently by people due to individual differences

Social PerceptionSocial Perception

2003 McGraw-Hill Ryerson Ltd.

Stage 3: Storage and RetentionStage 3: Storage and Retention- Encoded information or stimuli is sent to long- term memory- Long-term memory is composed of three compartments containing categories of information about events, general knowledge, and people

Stage 4: Retrieval and ResponseStage 4: Retrieval and Response- Information is retrieved from memory when people make judgments and decisions

Social PerceptionSocial Perception (cont’d)(cont’d)

2003 McGraw-Hill Ryerson Ltd.

StereotypesStereotypes

A A stereotypestereotype is anis anindividual’s set of beliefsindividual’s set of beliefs

about the characteristics of a group of about the characteristics of a group of people.people.

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• Halo: using an overall impression to bias perceptions about the person or object.

• Leniency: consistently perceiving other people or objects in an extremely positive fashion.

• Central Tendency: avoiding extreme judgments and perceiving people and objects as average or neutral.

• Recency Effects: basing perceptions of people or objects on recent information only.

• Contrast Effects: basing perceptions of people or objects on comparisons with recently observed people or objects.

Common Perceptual ErrorsCommon Perceptual Errors

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Self-efficacySelf-efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task.

•efficacy performance cycles can spiral upward toward success or downward toward failure

Self-EfficacySelf-Efficacy

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Self-EsteemSelf-Esteem

Self-esteem One’s overall self-evaluation. Managers can build employees’ esteem

in four ways:– Be supportive of personal issues– Offer work involving challenge and

autonomy– Strive for management-employee

cohesiveness and trust– Have faith in each employee’s self-

management ability

2003 McGraw-Hill Ryerson Ltd.

Self-MonitoringSelf-Monitoring

Self-MonitoringSelf-Monitoring

-the extent to which a person observes their own self-expressive behaviour and adapts it to the demands of the situation.

-a source of diversity that needs to be understood by managers

2003 McGraw-Hill Ryerson Ltd.

Causal AttributionsCausal Attributions

-suspected or inferred causes of someone’s behaviour.

-an attribution is based on the consensus, distinctiveness, and consistency of the observed behaviour.

Causal AttributionsCausal Attributions

2003 McGraw-Hill Ryerson Ltd.

ConsensusConsensus-Involves comparing an individual’s behaviour with that of his or her peers.-High consensus indicates an individual is similar to his or her peers.

DistinctivenessDistinctiveness--Involves comparing a person’s behaviour on one task with his or her behaviour on other tasks.-Highly distinctive behaviour or results represents a situation where the current behaviour is significantly different from typical behaviour on other tasks.

Causal AttributionsCausal Attributions (cont’d)(cont’d)

2003 McGraw-Hill Ryerson Ltd.

ConsistencyConsistency- Involves comparing a person’s behaviour or accomplishments on a given task over time.- High consistency implies that a person performs a certain task the same way, time after time.

PredictionsPredictions -Internal or personal attributions are made when a behaviour is associated with low consensus and distinctiveness, and high consistency. - External or environmental attributions are made when a behaviour is related with high consensus and distinctiveness, and low consistency.

Causal Attributions Causal Attributions (cont’d)(cont’d)

2003 McGraw-Hill Ryerson Ltd.

Fundamental Attribution BiasFundamental Attribution Bias-ignoring environmental factors that affect behaviour

Self-Serving BiasSelf-Serving Bias-taking more personal responsibility for success than for failure

Causal Attributions Causal Attributions (cont’d)(cont’d)

2003 McGraw-Hill Ryerson Ltd.

ExtraversionExtraversion:: Outgoing, talkative, sociable, assertive

Agreeableness:Agreeableness: Trusting, good natured, cooperative, soft hearted

Conscientiousness:Conscientiousness: Dependable, responsible, achievement oriented, persistent

Emotional stabilityEmotional stability:: Relaxed, secure, unworried

Openness to experience:Openness to experience: Intellectual, imaginative, curious, broad minded

Research finding: ConscientiousnessConscientiousness is the best (but not a strong) predictor of job performance

The Big Five Personality The Big Five Personality DimensionsDimensions

2003 McGraw-Hill Ryerson Ltd.

Locus of ControlLocus of Control

Internal locus of controlInternal locus of control-belief that one controls key events and consequences in one’s life.

External locus of controlExternal locus of control-life outcomes attributed to environmental factors such as luck or fate.

2003 McGraw-Hill Ryerson Ltd.

AttitudesAttitudes-a learned predisposition toward a given object, person or situation eg. job satisfaction

-job satisfaction has:-a weak positive relationship with job performance-a weak negative relationship with absenteeism and turnover-a moderate positive relationship with motivation, job involvement, and organizational citizenship behaviour-a strong positive relationship with organizational commitment-a strong negative relationship with perceived stress

2003 McGraw-Hill Ryerson Ltd.

Positive and Negative EmotionsPositive and Negative Emotions

EmotionsEmotions are intense feelings in reaction to personal achievements and setbacks that may be felt and displayed.

Positive emotions (Goal Positive emotions (Goal congruent):congruent):- Happiness/joy - Pride- Love/affection - Relief

Negative emotions (Goal Negative emotions (Goal incongruent):incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust

EmotionsEmotions

2003 McGraw-Hill Ryerson Ltd.

Emotional intelligenceEmotional intelligence is the ability to recognize emotion in one’s self and others, taking advantage of helpful ones and keeping control over destructive ones

Five Dimensions of Emotional IntelligenceFive Dimensions of Emotional Intelligence1. self-awareness1. self-awareness: recognize one’s own emotions2. self-regulation2. self-regulation: control one’s own emotions3. self motivation3. self motivation: direct one’s own emotions 4. empathy4. empathy: understand and be sensitive to feelings of others5. social skill5. social skill: manage emotions of others

Emotional IntelligenceEmotional Intelligence