Personality Perception

8/8/2019 Personality Perception

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EMOTIONAL STABILITYHigh: Calm

Resistant to stress Secure StableLow:

Anxious Depressed Insecure Susceptible to stress

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CONSCIENTIOUSNESSHigh Dependable

Organized Persevering PunctualLow

Disorganized Easily discouraged Unpredictable Unreliable



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AGREEABLENESSHigh Amiable

Cooperative Flexible TrustingLow

Aloof Contrary Suspicious Unfriendly



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EXTRAVERSIONHigh Active

Assertive Excitable

Sociable

Low

Apprehensive Dull Shy

Timid



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OPENNESS TO EXPERIENCEHigh Creative

Curious Insightful

Intellectual

Low

Bored Intolerant

Routine-oriented

Uninterested



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Reliability the degree to which a testmeasures some characteristic consistently Methods of assessing:

Test-retest giving one group the same test twice andstatistically evaluating the consistency of scores. Becausepersonality tests are intended to measure stable, enduringpersonality traits, the tests should be high.

Two tests evaluating the same content domains, givingthem to the same group, and statistically comparing the

scores of each individual. High reliability will be indicatedby very similar scores on both tests.

One version of a test and one sample of people resultsare evaluated using the coefficient alpha.



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Validity/Accuracy Methods of assessing:

Content validity assesses the degree towhich the items on a test capture the domainof interest.

Criterion-related validity assesses theusefulness of a selection test.



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Major threats to validity: Faking when a job applicant purposely attempts to

score more positively than he or she would ifanswering items truthfully.

Socially desirable responding similar to faking in thatthe applicant answers items falsely in order to lookbetter; however, unlike faking, socially desirableresponding is not deliberate. These are unconsciousand unintended responses are chosen in order to

conform with social norms. Response carelessness an applicant does not pay

careful attention to the items on the test andtherefore responds incorrectly. This occurs when theapplicant has poor reading skills, is in a hurry, isbored, or is not motivated to take the test.



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Acceptability the questions on apersonality test are not believed to

be invasive, too personal, or may beoffending.



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Halo Effect drawing a general impressionbased on a single characteristic.

Contrast Effects our reaction is influencedby others we have recently encountered (thecontext of the observation).

Projection project ones condition ontoothers instead of making an objective appraisalof the situation.

The world as it is perceived is the worldthat is behaviorally important.



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Decision making occurs as areaction to a perceived problem

Perception influences: Awareness that a problem exists

The interpretation and evaluation ofinformation

Bias of analysis and conclusions



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1. Define the problem.2. Identify the decision criteria.3. Allocate weights to the criteria.4. Develop the alternatives.5. Evaluate the alternatives.6. Select the best alternative.

Seldom actually used: more of a goalthan a practical method



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Complete knowledge of the situationAll relevant options are known in an

unbiased mannerThe decision-maker seeks thehighest utility



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A non-conscious process created outof distilled experience

Increases with experienceCan be a powerful complement torational analysis in decision making



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Overconfidence BiasAs managers and employees become more

knowledgeable about an issue, the less likelythey are to display overconfidence

Anchoring BiasA tendency to fixate on initial information and fail

to adequately adjust for subsequent information

Confirmation Bias

Seeking out information that reaffirms our pastchoices and discounting information thatcontradicts past judgments



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Availability BiasThe tendency to base judgments on

information that is readily available

Escalation of CommitmentStaying with a decision even when there is

clear evidence that it is wrong

Hindsight Bias

The tendency to believe falsely that wecould have accurately predicted theoutcome of an event after that outcome isalready known



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The ability to produce novel and usefulideas

Helps people to: Better understand the problem

See problems others cant see

Identify all viable alternatives

Identify alternatives that arent readilyapparent



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Creative-Thinking

Skills

Expertise

IntrinsicTask

Motivation


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Perception: To increase productivity, influence workers

perceptions of their jobs

To improve decision making:1. Analyze the situation

2. Adjust your decision approach

3. Be aware of biases and minimize their impact4. Combine rational analysis with intuition

5. Try to enhance your creativity



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Empathy understanding andsensitivity to the feelings, thoughts,

and situation of others.Know oneself becoming moreaware of ones values, beliefs, andprejudices.



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Hiddenarea

Blindarea

Unknownarea

Openarea

Known to selfUnknown to self

Knownto

others

Unknown toothers

Feedback

Dis

c

los

ure


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Main objective: TO INCREASE THESIZE OF THE OPEN AREA through. . .

Disclosure informing others of yourbeliefs, feelings, and experiences thatmay influence the work relationship.

Feedback from others about your

behavior. Disclosure and feedback



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Internal AttributionBehavior is attributed

tointernal factors

ExternalAttribution

Behavior is attributedto

Frequently(low

distinctiveness)

DistinctivenessHow often does

theperson act this

way in

other settings?

Seldom(high

distinctiveness)

Frequently(high consistency)

ConsistencyHow often did the

person act thisway in

the past?

Seldom(low consistency)

Frequently(low consensus)

ConsensusHow often do

otherperson act this

way in

similar situation?

Seldom(high consensus)


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Supervisor formsexpectations

about employee

Supervisorsbehavior affects

employeesabilities and self-

confidence

Employeesbehaviorbecomes

consistent withthe supervisors

expectations

Supervisorsexpectationsaffect his/her

behavior towardthe employee


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Personality Perception

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