Organizational Behavior / Perception
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Organizational Behavior / Perception
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Organizational Behavior / Perception
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Organizational Behavior / Perception
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Organizational Behavior / Perception
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Organizational Behavior / Perception
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Organizational Behavior / Perception
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Field-ground differentiation

The tendency to distinguish and focus on a stimulus that is classified as figure as opposed to background.

 What is Perception?
 Is it same as reality or different? If yes, how?

Perception
A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
Social Perception is a process of interpreting information about another person.
• People’s behavior is based on their perception of what reality is, not on reality itself.
•
The world as it is perceived is the world that is behaviorally important.

Factors That
Influence Perception
5–
12

Person Perception: Making Judgments About Others
Kelley’s Attribution
Theory
When individuals observe behavior, they attempt to determine whether it is internally or externally caused.

explains how individuals pinpoint the causes of their own behavior or that of others

Internal Attributions:
Attributing events to something within the individual’s control.
External Attributions:
Attributing events to something outside the individual’s control.

 Distinctiveness: shows different behaviors in different situations.
 Consensus: response is the same as others to same situation.

Consistency: responds in the same way over time.

Customer has complained about an employee
There are no complaints about other employees
(low consensus)
An employee has received similar complaints in a past job
(low distinctiveness)
Complaints have been coming in steadily
(high consistency)
Internal attribution
(An employee’s behavior stems mainly from internal causes)

An employee has performed poorly on collections
Other employee s are performing poorly on collections
(high consensus)
He/She performs poorly only on this task
(high distinctiveness)
External Attribution
(An employee’s behavior stems mainly from external causes)
Most of the time an employee handles collections well
(low consistency)

Attribution Theory
5–
19

Fundamental Attribution Error –
Underestimating the influence of external factors and overestimating the influence of internal /personal factors.
Self – Serving Bias –
Attributing own success to internal factors and putting blame for failure on external factors.
Cultural Aspect

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Selective Perception
Halo Effect
Contrast Effect
Projection
Stereotyping
Self fulfilling prophecy
Impression Management

Selective Perception
People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.

Halo Effect
Drawing a general impression about an individual on the basis of a single characteristic
Contrast Effects
Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

Projection
Attributing one’s own characteristics to other people.
Stereotyping
Judging someone on the basis of one’s perception of the group to which that person belongs.

What’s in a Name?


Researchers at MIT and the University of Chicago mailed 5000 résumés to potential employers, using
“white-sounding” and “black-sounding” names
Callback rates on identical résumés were substantially higher for white-sounding names than for black-sounding names
 Conclusion: stereotypes and false attributions can lead to discrimination in hiring.

Self – fulfilling Prophecy – (Pygmalion Effect)
The situation in which our expectations about people affect our interaction with them in such a way that our expectations are fulfilled.

The process by which individuals try to control the impression others have of them
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Name dropping
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Appearance
Self-description
Flattery
Favors
Agreement with opinion

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Employment Interview

Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants.
Performance Expectations

Self-fulfilling prophecy (pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities.
Ethnic Profiling

A form of stereotyping in which a group of individuals is singled out—typically on the basis of race or ethnicity—for intensive inquiry, scrutinizing, or investigation.

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Performance Evaluations

Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance.
Employee Effort

Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias.

Synesthesia: Unusual Perception
Synesthesia is a rare perceptual condition in which one sensory perception triggers another— for example, music evokes colors or smells.
How quickly can you spot the
2’s in the picture to the right?
The task is effortless for “synesthetes,” who perceive the 2’s as a different color from the 5’s.