PERCEPTION AND MOTIVATION

in organizational behavior

Nurlaili Syaadah (2306188576)

Fania Naomi Hutauruk (2306188361)

slidesgo
Social Perception and
Attributes
 Perception
The definitions….
Perception is the process by which the
individual selects, organizes, interprets, and
Perception is a process by which individuals
responds to information.
organize and interpret their sensory impressions
– Don Hellriegel & John W. Slocum, Jr. (2011)
in order to give meaning to their environment.
– Robbins and Judge (2013)

Perception is a very complex cognitive process Perception is the process by which individuals
that yields a unique picture of the world, a select, organize, store, and retrieve information.
picture that may be quite different from reality. - John A. Wagner and John R. Hollenbeck
– Fred Luthans (2011) (2010)

Perception is the process of receiving information about and

making sense of the world around us.
- Steven L. McShane and Mary Ann Von Glinow (2008)
Perception is a cognitive process that enables us to interpret and understand our
surroundings.. It involves deciding which information to notice, how to categorize
this information, and how to interpret it within the framework of our existing
knowledge
Four-Stage Sequence
 Stage 1 Stage 2

People, events, and objects are

interpreted and evaluated by
Salient Stimuli
comparing their characteristics with
Something is salient when it stands out information contained in schemata
from its context (or schema in singular form
Schemata
A schema represents a person’s
mental picture or summary of a
particular event or type of
stimulus.

A schema for an event, like going

out to dinner in a restaurant, is
called a script.
 Stage 3
Event
Memory

Semantic
Memory

Person
Involves storage of information in long-term Memory
memory. Long-term memory is like an
apartment complex consisting of separate units
connected to one another.
 Stage 4

People retrieve information from memory when they make judgments and
decisions. Our ultimate judgments and decisions are either based on the
process of drawing on, interpreting, and integrating categorical information
stored in long- term memory or on retrieving a summary judgment that was
already made
 Managerial Implications

Hiring
Performance
Appraisal

Leadership
Communication and
Interpersonal Influence
Counterproductive Work
Behaviors

Physical and
Psychological
Well-Being Designing Web Researchers have
Pages recently begun to explore what
catches viewers’ attention on Web
pages by using sophisticated eye-
tracking equipment. This research
can help organizations to spend their
money wisely when designing Web
pages.
Stereotypes:
Perceptions about Groups of People

Stereotype Formation and Maintenance

“A stereotype is an individual’s set of beliefs about the

characteristics or attributes of a group.”

Stereotypes can lead to strong negative reactions, such

as prejudice.
 Stereotyping is a four-step process.

2. Next, we infer that all people within a

1. It begins by categorizing people into particular category possess the same traits
groups according to various criteria, or characteristics
such as gender, age, race, and
occupation

4. Finally, stereotypes are maintained by

(1) overestimating the frequency of stereotypic
3. Then, we form expectations of others
behaviors exhibited by others,
and interpret their behavior according to
(2) incorrectly explaining expected and
our stereotypes.
unexpected behaviors, and
(3) differentiating minority individuals from
oneself.
 Sex-Role Stereotypes
… is the belief that differing traits and abilities make men
and women particularly well suited to different roles.
Age Stereotypes
 Racial and Ethnic Stereotype

Many different racial and ethnic stereotypes exist.

For instance, African Americans have been viewed as athletic, aggressive,

and angry; Asians, as quiet, intro- verted, smarter, and more quantitatively
oriented; Hispanics, as family oriented and religious; and Arabs, as angry.

Racial and ethnic stereotypes are particularly problematic because they are
automatically triggered and lead to what researchers call micro aggressions.

Micro aggressions represent “biased thoughts, attitudes, and feelings”

that exist at an unconscious level
Disability Stereotype

People with disabilities not only

face negative stereotypes that
affect their employability, but they
also can be stigmatized by the
general population
 Self-Fulfilling Prophecy:
The Pygmalion Effect
The essence of the self-fulfilling prophecy, or
Pygmalion effect, is that someone’s high
expectations for another person result in high
performance for that person.

A related self-fulfilling prophecy effect is referred

to as the Galatea effect. The Galatea effect
occurs when an individual’s high self-
expectations for him- or her- self lead to high
performance.
Researchers coined the term Golem effect to represent
the negative side of the performance-enhancing
process depicted in Figure 7–2. The Golem effect is a
loss in performance resulting from low leader
expectations.
 Causal Attributions
Attribution theory is based on the premise that people attempt to infer causes for
observed behavior. Rightly or wrongly, we constantly formulate cause-and-effect
explanations for our own and others’ behavior.

Formally defined, causal attributions are suspected or inferred

causes of behavior. Even though our causal attributions tend to
be self-serving and are often invalid, it is important to
understand how people formulate attributions because they
profoundly affect organizational behavior
 Attributional Tendencies
Fundamental Attribution Bias
The fundamental attribution bias reflects one’s tendency
to attribute another person’s behavior to his or her
personal characteristics, as opposed to situational
factors. This bias causes perceivers to ignore important
environmental forces that often significantly affect
behavior.

Self-Serving Bias
The self-serving bias represents one’s tendency to take
more personal responsibility for success than for failure.
This study aims to investigate the self-
perceptions of the individual BUC
members as well as their attributions of
reasons for action of other BUC
members to identify the drivers of the
BUC members' diverging behaviors and
their value-in-use assessments.

Methods
Study 1 was designed as a follow-up
study of Huber and Kleinaltenkamp
(2020) with ten interviewees,
representing five BUCs in German
B2B firms.

In Study 2, eight qualitative in-depth

interviews representing four BUCs in
German B2B firms were conducted,
averaging, complementing Study 1,
by focusing on other companies,
industries, and job roles with
separate interviewees
RQ1: How do focal BUC members' attributions of reasons for action of other BUC
members' influence their perceptions of other BUC members' behaviors?
RQ2: How do focal BUC members' self -concepts affect the attribution of reasons for
action of other BUC members?
Foundations of
Motivation
 Maslow’s Need Hierarchy Theory
In 1943, psychologist Abraham Maslow published his now-famous need hierarchy
theory of motivation. Maslow proposed that motivation is a function of five basic
needs. These needs are:
 The ERG Theory
The ERG theory was developed by American psychologist Clayton Alderfer between 1961 and 1978.
The ERG theory is a motivational model based on Maslow’s hierarchy of needs. The ERG theory is
based on an acronym for three groups of core needs: existence, relatedness, and growth.

If their performance merits it, a

promotion or salary increase

Have satisfactory or mutually beneficial

relationships from social circles at work
will increase in collaboration, motivation,
and productivity.

When these needs are met in the

workplace, they remove distractions
and boost productivity
 McClelland’s need theory
David McClelland was an American psychologist who propounded need theory with new
dimensions when comparing Maslow’s hierarchy of needs. McClelland’s need theory
postulates three important aspects of motivation: Achievement, Power, and Affiliation.
 Adams’s Equity Theory of Motivation
The Adams Equity Theory was developed by the American psychologist John
Stacey Adams in 1963. It’s about the balance between the effort an employee
puts into their work (input), and the result they get in return (output).

Employees lose motivation when they

think or feel that their input is greater
than the output.
 Adams’s Equity Theory of Motivation
Beginning in the late 1970s, researchers began to expand the role of equity theory in explaining employee attitudes
and behavior. Organizational justice reflects the extent to which people perceive that they are treated fairly at work.

Distributive justice reflects the perceived

fairness of how resources and rewards are
distributed or allocated.

Procedural justice is defined as the perceived

fairness of the process and procedures used to
make allocation

Interactional justice, relates to the quality of

the interpersonal treatment people receive
when procedures are implemented.
Vroom’s Expectancy Theory

“The strength of a tendency to act in a certain way depends on

the strength of an expectancy that the act will be followed by a
given consequence (or outcome) and on the value or
attractiveness of that consequence (or outcome) to the actor.”
 Vroom’s Expectancy Theory
Valence refers to the positive or negative
value people place on outcomes. Valence
mirrors our personal preferences. The
It represents a person’s belief that a more an employee values a certain
Expectancy represents an individual’s particular outcome is contingent on reward, the more satisfied they will be
belief that a particular degree of effort will accomplishing a specific level of with their efforts.
be followed by a particular level of performance. Performance is
performance. instrumental when it leads to
something else.
It is an effort→performance expectation Valence
It is performance → outcome perception The following factors influence an
Instrumentality employee’s expectancy perceptions:
• The depth of the want of an
Expectancy The following factors influence an employee for extrinsic [money,
employee’s expectancy perceptions: promotion, time-off, benefits] or
The following factors influence an 1. A clear understanding of the
employee’s expectancy perceptions: intrinsic [satisfaction] rewards)
relationship between performance and
1. Self-esteem outcomes – e.g. the rules of the reward
2. Self-efficacy ‘game’
3. Previous success at the task 2. Trust in the people who will make the
4. Help received from a supervisor decisions on who gets what outcome
and subordinates 3. Transparency of the process that
5. Information necessary to decides who gets what outcome
complete the task
6. Good materials and equipment
to work with
 Vroom’s Expectancy Theory

Will my effort lead to high Will my

Do I find the
performance? performance lead
outcomes desirable?
to outcomes?
 Goal Settings Theory
In 1960’s, Edwin Locke put forward the Goal-setting theory of motivation. According to
this theory, goals that are clear, specific, and challenging are more motivating than vague
goals or easy goals. And when employees are more motivated, they’re more successful in
hitting their goals.
 Journal : Using goal-setting theory and expectancy theory to understand career goal
implementation in the hospitality industry

Hypothesis
Methods 1. Effects of goal-setting
dimensions on
● In Study 1, we used the face-to-face implementation intention
method to sample 442 students from the 2. Effects of reward valence
selected universities using the balloting
and industry knowledge on
technique of the simple random
sampling approach. implementation intention
● In the study 2, the survey questions with
396 respondents. The inclusion criteria
for the selection of participants were
students who had completed their
internships in any T&H institutions and
participated in study1.
Journal: Using goal-setting theory and expectancy theory to understand career goal
implementation in the hospitality industry

STUDY 1
The goal-setting theory: self-efficacy, goal
commitment, feedback mechanism, and
situational constraints, were severally
affirmed to have predictive effects on
implementation intentions.

STUDY 2
Industry knowledge had a positive effect
on the implementation intentions of the
hospitality interns
Thank You

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