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Organizational Behavior: Topic 3: Perception and Attribution

Organizational Behavior

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2K views

Organizational Behavior: Topic 3: Perception and Attribution

Organizational Behavior

Uploaded by

joanyim
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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ABDM2073 Organisational Behaviour

Robbins & Judge

Organizational Behavior
14th Edition

Topic
Topic 3:
3:
Perception
Perception and
and
Attribution
Attribution

Kelli J. Schutte
William Jewell College

6-1

Chapter
Chapter Learning
Learning Objectives
Objectives
After studying this chapter, you should be able to:
Define perception and explain the factors that influence it.
Explain attribute theory and list the three determinants of
attribution.
Identify the shortcuts individuals use in making judgments about
others.
Explain the link between perception and decision making.
Apply the rational model of decision making and contrast it with
bounded rationality and intuition.
List and explain the common decision biases or errors.
Explain how individual differences and organizational constraints
affect decision making.
Contrast the three ethical decision criteria.
Define creativity and discuss the three-component model of
creativity.
6-2

What
What is
is Perception?
Perception?
A process by which individuals organize and interpret their
sensory impressions in order to give meaning to their
environment.
Peoples 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.

6-3

Factors
Factors that
that Influence
Influence Perception
Perception

See E X H I B I T 6-1
See E X H I B I T 6-1

6-4

Copyright 2011 Pearson Education, Inc.


publishing as Prentice Hall

6-5

Copyright 2011 Pearson Education, Inc.


publishing as Prentice Hall

6-6

Copyright 2011 Pearson Education, Inc.


publishing as Prentice Hall

6-7

Attribution
Attribution Theory:
Theory: Judging
Judging Others
Others
Our perception and judgment of others is significantly
influenced by our assumptions of the other persons
internal state.
When individuals observe behavior, they attempt to
determine whether it is internally or externally caused.
Internal causes are under that persons control
External causes are not under the persons control

Causation judged through:


Distinctiveness
Shows different behaviors in different situations

Consensus
Response is the same as other people to same situation

Consistency
Responds in the same way over time
6-8

Elements
Elements of
of Attribution
Attribution Theory
Theory

See E X H I B I T 6-2
See E X H I B I T 6-2

6-9

The Attribution Process


Information
Antecedents
factors internal Beliefs
to the perceiver Motivation
Perceived external
Attributions made
or internal causes of
by the perceiver
behavior
Behavior
Consequences for
Feelings
the perceiver
Expectations

Errors
Errors and
and Biases
Biases in
in Attributions
Attributions
Fundamental Attribution Error
The tendency to underestimate the influence of external
factors and overestimate the influence of internal factors
when making judgments about the behavior of others
We blame people first, not the situation

Self-Serving Bias
The tendency for individuals to attribute their own successes
to internal factors while putting the blame for failures on
external factors
It is our success but their failure
6-11

Frequently
Frequently Used
Used Shortcuts
Shortcuts in
in
Judging
Others
Judging
Others
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 persons characteristics
that are affected by comparisons with
other people recently encountered who
rank higher or lower on the same
characteristics
6-12

Another
Another Shortcut:
Shortcut: Stereotyping
Stereotyping
Judging someone on the basis of ones perception of the
group to which that person belongs a prevalent and often
useful, if not always accurate, generalization
Profiling
A form of stereotyping in which members of a group are
singled out for intense scrutiny based on a single, often
racial, trait.

6-13

Specific
Specific Shortcut
Shortcut Applications
Applications in
in
Organizations
Organizations

Employment Interview

Perceptual biases of raters affect the accuracy of


interviewers judgments of applicants
Formed in a single glance 1/10 of a second!

Performance Expectations
Self-fulfilling prophecy (Pygmalion effect): The lower or
higher performance of employees reflects preconceived
leader expectations about employee capabilities

Performance Evaluations
Appraisals are often the subjective (judgmental) perceptions
of appraisers of another employees job performance
Critical impact on employees
6-14

Perceptions
Perceptions and
and Individual
Individual Decision
Decision
Making
Making
Problem
A perceived discrepancy between the
current state of affairs and a desired state

Decisions
Choices made from among alternatives
developed from data

Perception Linkage:
All elements of problem identification and
the decision-making process are influenced
by perception.
Problems must be recognized
Data must be selected and evaluated
6-15

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