Chapter 2

Perception, Personality, and Emotions

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Chapter Outline
What Is Perception, and Why Is It Important? Factors Influencing Perception Perception and Judgement: Attribution Theory Frequently Used Shortcuts in Judging Others Personality Emotions

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Perception and Personality,Consideration and Emotions Questions for

Questions for Consideration
What is perception, and why is it important for understanding the workplace? To what extent does personality affect behaviour? Does understanding emotions lead to better understanding of how people interact?

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

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

Why Is it Important?
Because people s behaviour is based on their perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviourally important.
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Why We Study Perceptions

We study this topic to better understand how people make attributions about events. We dont see reality. We interpret what we see and call it reality. The attribution process guides our behaviour, regardless of the truth of the attribution.

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Factors Influencing Perception

The Perceiver The Target The Situation

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-1 Figure-Ground Illustrations

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-2 Factors that Influence Perception

The Situation
Time Work setting Social setting Attitudes Motives Perception Interests Experience Expectations

The Perceiver

The Target
Novelty Motion Sounds Size Background Proximity

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Factors Affecting Judgment

Attribution Theory Perceptual Errors
Selective Perception Halo Effect Contrast Effects Projection Stereotyping
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Attribution Theory
When individuals observe behaviour, they attempt to determine whether it is internally or externally caused.
Distinctiveness
Does individual act the same way in other situations?

Consensus
Does individual act the same as others in same situation?

Consistency
Does the individual act the same way over time?
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Attribution Theory
Fundamental Attribution Error
The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behaviour of others.

Self-Serving Bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-3 Attribution Theory

Attribution Observation Interpretation of cause
High External Distinctiveness Low Internal

High External Individual behaviour Consensus Low Internal

High Internal Consistency Low External

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Perceptual Errors
Selective Perception
People selectively interpret what they see based on their interests, background, experience, and attitudes

Halo Effect
Drawing a general impression about an individual based on a single characteristic

Contrast Effects
A persons evaluation is affected by comparisons with other individuals recently encountered
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Perceptual Errors
Projection
Attributing ones own characteristics to other people

Stereotyping
Judging someone on the basis of your perception of the group to which that person belongs

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Personality
The sum total of ways in which an individual react and interacts with others.

Personality Determinants
Heredity Environment Situation

Personality Traits
Enduring characteristics that describe an individual s behaviour
The Myers-Briggs Type Indicator (MBTI) The Big Five Model
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-4 Sixteen Primary Personality Traits

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. Reserved Less intelligent Affected by feelings Submissive Serious Expedient Timid Tough-minded Trusting Practical Forthright Self-assured Conservative Group-dependent Uncontrolled Relaxed vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. vs. Outgoing More intelligent Emotionally stable Dominant Happy-go-lucky Conscientious Venturesome Sensitive Suspicious Imaginative Shrewd Apprehensive Experimenting Self-sufficient Controlled Tense

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Myers-Briggs Type Indicator

Personality test to determine how people usually act or feel in particular situations Classifications:
Extroverted (E) or introverted (I) Sensing (S) or intuitive (I) Thinking (T) or feeling (F) Perceiving (P) or judging (J)

Combined to form types, for example:

ESTP INTJ
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

The Big Five Model

Classifications
Extroversion Agreeableness Conscientiousness Emotional Stability Openness to Experience

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-6 Big Five Personality Factors and Performance

Big Five Personality Factor Extroversion Relationship to Job Performance
* Positively related to job performance in occupations requiring social interaction * Positively related to training proficiency for all occupations * Positively related to job performance in service jobs

Relationship to Team Performance

* Positively related to team performance * Positively related to degree of participation within team * Most studies found no link between agreeableness and performance or productivity in teams * Some found a negative link between persons likeability and team performance

Agreeableness

Conscientiousness

* Positively related to job performance for all occupational groups * May be better than ability in predicting job performance

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-6 Big Five Personality Factors and Performance

Big Five Personality Factor Emotional Stability Relationship to Job Performance
* A minimal threshold amount may be necessary for adequate performance; greater degrees not related to job performance * Positively related to performance in service jobs * May be better than ability in predicting job performance across all occupational groups *Positively related to training proficiency *Data unavailable

Relationship to Team Performance

Openness to Experience

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Major Personality Attributes Influencing OB

Locus of Control Machiavellianism Self-Esteem Self-Monitoring Risk Taking Type A Personality Type B Personality

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Locus of Control
The degree to which people believe they are in control of their own fate
Internals
Individuals who believe that they control what happens to them

Externals
Individuals who believe that what happens to them is controlled by outside forces such as luck or chance
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Machiavellianism
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Self-Esteem
Individuals degree of liking or disliking of themselves

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Self-Monitoring
A personality trait that measures an individuals ability to adjust behaviour to external situational factors

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

isk-Taking
Refers to a persons willingness to take chances or risks

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Type A Personality
Always moving, walking, and eating rapidly. Feel impatient with the rate at which most events take place. Strive to think or do two or more things at once. Cannot cope with leisure time. Are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire.
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Type B Personality
Never suffer from a sense of time urgency with its accompanying impatience. Feel no need to display or discuss either their achievements or accomplishments unless such exposure is demanded by the situation. Play for fun and relaxation, rather than to exhibit their superiority at any cost. Can relax without guilt.
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Achieving Personality Fit

Person-Job Fit
Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

Person-Organization Fit
Argues that people leave organizations that are not compatible with their personalities
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-7 Personality-Job Fit

Type Realistic Investigative Social Conventional Personality Congruent Characteristics Occupations Shy, genuine, persistent Mechanic, drill press operator

Analytical, Biologist, original, curious economist Sociable, friendly Conforming, efficient Self-confident, ambitious Imaginative, disorderly Social worker, teacher Accountant, corporate manager Lawyer, real estate agent Painter, musician

Enterprising Artistic

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Exhibit 2-8 Relationships Among Occupational Personality Types

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

What Are Emotions?

Three related terms:
Affect
A broad range of feelings that people experience.

Emotions
Intense feelings that are directed at someone or something.

Moods
Feelings that tend to be less intense than emotions and that lack a contextual stimulus.

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Choosing Emotions: Emotional Labour

When an employee expresses organizationally desired emotions during interpersonal interactions. Employees can experience a conflict between
Felt emotions
An individuals actual emotions

Displayed emotions
Emotions that are organizationally required and considered appropriate in a given job.

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Gender and Emotions

Differences
Women show greater emotional expression than men Women experience emotions more intensely Women display more frequent expressions of all emotions, except anger

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Gender and Emotions

Explanations
Men and women socialized differently
Men: tough and brave; Women: nurturing.

Women may have more innate ability to read others and present their emotions than do men. Women may have a greater need for social approval and thus show more positive emotions like happiness.

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Emotional Intelligence
Noncognitive skills, capabilities, and competencies that influence a person's ability to succeed in coping with environmental demands and pressures Five dimensions
Self-awareness Self-management Self-motivation Empathy Social skills

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Negative Workplace Emotions

Negative emotions can lead to a number of deviant workplace behaviours. They fall in categories such as:
Production (leaving early, intentionally working slowly) Property (stealing, sabotage) Political (gossiping, blaming co-workers) Personal aggression (sexual harassment, verbal abuse)
Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Summary and Implications

Perception
Individuals behave based not on the way their external environment actually is but, rather, on what they see or believe it to be Evidence suggests that what individuals perceive from their work situation will influence their productivity more than will the situation itself Absenteeism, turnover, and job satisfaction are also reactions to the individual s perceptions

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.

Summary and Implications

Personality
Personality helps us predict behaviour Personality can help match people to jobs, to some extent at least

Emotions
Can hinder performance, especially negative emotions Can also enhance performance

Chapter 2, Stephen P. Robbins and Nancy Langton, Organizational Behaviour, Third Canadian Edition. Copyright 2003 Pearson Education Canada Inc.