Perception (Organization Behavior)

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Copyright © 2015 Pearson Education Ltd.

Topic 3:Perception and

Attribution

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Learning Objectives

After studying this chapter, you should beable to:

Dene perception and eplain the factorsthat in!uence it"

#plain attribution theory, and list the threedeter$inants of attribution"

%dentify the shortcuts individuals use in

$a&ing judg$ents about others"'ontrast the three ethical decision criteria"

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Perception

Perception is a process by (hichindividuals organi)e and interpret theirsensory i$pressions in order to give

$eaning to their environ$ent"%t is i$portant to the study of O*

because people+s behaviors are based on

their perception of (hat reality is, not onreality itself"

LO

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Perception LO

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-igure .

ground/eparation

What do you see?

LO


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Attribution Theory

Attribution theory suggests that (hen(e observe an individual+s behavior, (eatte$pt to deter$ine (hether it (as

internally or eternally caused"Deter$ination depends on three factors:

Distinctiveness

'onsensus'onsistency

LO 0

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Attribution Theory

'larication of the di1erences bet(eeninternal and eternal causation

Internally caused . those that are

believed to be under the personalcontrol of the individual"

Externally caused . resulting fro$

outside causes"

LO 0

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Attribution TheoryLO 0

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Attribution Theory

Fundamental attribution error

2e have a tendency to underesti$atethe in!uence of eternal factors and

overesti$ate the in!uence of internal orpersonal factors"

Self-serving bias

%ndividuals attribute their o(n successesto internal factors"

LO 0

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Selective perception

Any characteristic that $a&es a person,object, or event stand out (ill increase the

probability that it (ill be perceived"/ince (e can+t observe everything going on

around us, (e engage in selective perception"

Halo eect

The halo e1ect occurs (hen (e dra( ageneral i$pression on the basis of a singlecharacteristic"

LO 3

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T e ortcuts %n v ua sse in 4a&ing 5udg$ents About

Others

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Othersontrast eects

2e do not evaluate a person in isolation"

Our reaction to one person is in!uenced by

other persons (e have recently encountered"-or ea$ple, an intervie( situation in (hich

one sees a pool of job applicants can distortperception"

Distortions in any given candidate+sevaluation can occur as a result of his orher place in the intervie( schedule"

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Stereotyping

5udging so$eone on the basis of ourperception of the group to (hich he or shebelongs"

This is a $eans of si$plifying a co$ple(orld, and it per$its us to $aintainconsistency"

2e have to $onitor ourselves to $a&e sure(e+re not unfairly applying a stereotype inour evaluations and decisions"

LO 3

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Others


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T t t %


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Applications of /hortcuts in Organi)ations

Perfor$ance #pectations

#vidence de$onstrates that people

(ill atte$pt to validate theirperceptions of reality, even (henthose perceptions are faulty"

Self-ful!lling prophecy, or the

Pygmalion efect , characteri)es thefact that people+s epectationsdeter$ine their behavior"

#pectations beco$e reality"

LO 3

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Others

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Applications of /hortcuts in Organi)ations

Perfor$ance #valuation

An e$ployee+s perfor$ance appraisal is

very $uch dependent upon the perceptualprocess"

4any jobs are evaluated in subjectiveter$s"

/ubjective $easures are proble$aticbecause of selective perception, contraste1ects, halo e1ects, and so on"

LO 3

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Others


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#thical Decision 'riteria

"tilitarianism . decisions are $ade solely onthe basis of their outco$es or conse6uences"

-ocus on rights . calls on individuals to $a&e

decisions consistent (ith funda$entalliberties and privileges as set forth indocu$ents such as the *ill of 7ights"

Protects #histle-blo#ers"

%$pose and enforce rules fairly and i$partiallyto ensure justice or an e6uitable distribution ofbenets and costs"

LO 8

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#thical Decision 'riteria

$ehavioral ethics . an area of studythat analy)es ho( people actually behave(hen confronted (ith ethical dile$$as" %ndividuals do not al(ays follo( ethical

standards pro$ulgated by theirorgani)ations, and (e so$eti$es

violate our o(n standards" There are (ays to increase ethicaldecision $a&ing in organi)ations"

'onsider cultural di1erences"

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%$plications for 4anagers To in!uence productivity, assess ho( your

e$ployees perceive their jobs" 'lue into e$ployeeabsenteeis$, turnover, and job satisfaction levelsfor indicators of their perception" Discuss theirperceptions about fairness, co$pensation, andother abstract $easures (ith the$ to clear up anyperceptual distortions"

*e a(are of biases" Then try to $ini$i)e theiri$pact"

Try to enhance your creativity" Actively loo& fornovel solutions to proble$s, atte$pt to seeproble$s in ne( (ays, use analogies, and hirecreative talent" Try to re$ove (or& andorgani)ational barriers that $ight i$pede your

creativity"

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Perception (Organization Behavior)

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