2007 McGraw-Hill Ryerson Ltd. 1. 2 Chapter 2 Perception, Personality, and Emotion.
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Transcript of 2007 McGraw-Hill Ryerson Ltd. 1. 2 Chapter 2 Perception, Personality, and Emotion.
2007 McGraw-Hill Ryerson Ltd. 1
2007 McGraw-Hill Ryerson Ltd. 2
Chapter 2Chapter 2
Perception, Personality, and Perception, Personality, and EmotionEmotion
2007 McGraw-Hill Ryerson Ltd. 3
LearningLearning OutcomesOutcomes
After reading the material in this chapter, you should be able to:
1. Define perception and describe the four-stage model of social perception.
2. Explain how external and internal causal attributions are formulated.
3. Identify and describe the Big Five personality dimensions, and specify which one is correlated most strongly with job performance.
2007 McGraw-Hill Ryerson Ltd. 4
LearningLearning OutcomesOutcomes
4. Describe the attitude called “job satisfaction” and explain its relationship to work motivation, organizational commitment, and job performance.
5. Distinguish between positive and negative emotions, and describe a person with high emotional intelligence.
2007 McGraw-Hill Ryerson Ltd. 5
SOCIAL PERCEPTIONSOCIAL PERCEPTION
What is Perception?What is Perception?
Perception is a cognitive process that
enables us to interpret & understand
our surroundings, including people,
events and objects.
2007 McGraw-Hill Ryerson Ltd. 6
Attention Attention
• Attention is the process of becoming consciously aware of something or someone.
• Can be focussed on information either from the environment or from memory.
• People pay attention to salient stimuli. – Salient is when it stands out from context.
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ExamplesExamples
• A 110 kg man would certainly be salient in a women’s aerobics class, but not a CFL meeting.
• A driver whose gas gauge is on empty, a Shell sign is more salient than a McDonald’s.
• People have a tendency to pay more attention to negative than positive information (car accident).
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Social Perception ModelSocial Perception Model
Four-Stage Sequence:Four-Stage Sequence:
1. Selective Attention/Comprehension
2. Encoding & Simplification
3. Storage & Retention
4. Retrieval & Response
2007 McGraw-Hill Ryerson Ltd. 9Source: Adapted in part from B J Pannett and S Withane, “Hofstede’s Value Survey Module: To Embrace or Abandon?,” Advances in International Comparative Management, vol 5, ed S B Prasad (Greenwich, CT: JAI Press, 1990), pp 69-89.
2007 McGraw-Hill Ryerson Ltd. 10
StereotypesStereotypes
What are stereotypes & why do we use them? What are stereotypes & why do we use them? A stereotype is an individual’s set of beliefs
about the characteristics or attributes of a group People use stereotypes during encoding to
organize & simplify social information
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2007 McGraw-Hill Ryerson Ltd. 12
Every individual has a perception about the self.
Person’s perception of him- or herself as a physical, social, spiritual being.
SELF - PERCEPTIONSELF - PERCEPTION
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Self-EsteemSelf-Esteem
Self Esteem
• Belief about one’s own self-worth based on an overall self-evaluation.
• People with high self esteem see themselves worthwhile, capable, and acceptable.
• People with low self-esteem view themselves in negative terms.
2007 McGraw-Hill Ryerson Ltd. 14
Managers Can Build Self-EsteemManagers Can Build Self-Esteem
• Be supportive by showing concern for personal problems, interest, status and contributions
• Offer work involving variety,autonomy and challenges
• Employee cohesiveness and build trust
• Reward successes.
2007 McGraw-Hill Ryerson Ltd. 15
Self-efficacySelf-efficacy
Self-Efficacy (“I can do that.”)
• Belief about one’s chances of accomplishing a specific task
• Efficacy and performance are linked.
• Those with low self-efficacy expectations tend to have low success rates. Chronically low self-efficacy is called learned helplessness.– Debilitating lack of faith in one’s ability to control the
situation.
2007 McGraw-Hill Ryerson Ltd. 16
Self-MonitoringSelf-Monitoring
• Self-monitoring is the extent to which a person observes their own self-expressive behaviour and adapts it to the demands of the situation. – High SM often called chameleons– Low SM – criticized for being on their own
planet and insensitive to others.
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Self-Monitoring ScenariosSelf-Monitoring Scenarios
1.You are rushing to an important meeting when a co-worker pulls you aside and starts to discuss a personal problem. You want to break off the conversation, so you glace at your watch. He keeps talking. You say, “I’m late for a big meeting.” He continues. You turn and start to walk away. The person keeps talking as if they never received any of your verbal and nonverbal signals that the conversation was over.
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Self-Monitoring ScenariosSelf-Monitoring Scenarios
2. Same situation. Only this time, when you glace at your watch, the person immediately says, “I know, you’ve got to go. Sorry. We’ll talk later.”
2007 McGraw-Hill Ryerson Ltd. 19
What are What are Causal AttributionsCausal Attributions??
Causal attributions are the perceived
causes of behaviour. Generally, we make
internalinternal or externalexternal attributions for
behaviour.
CAUSAL ATTRIBUTIONSCAUSAL ATTRIBUTIONS
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ConsensusConsensus• Comparing a person’s behaviour with that of his
or her peers
DistinctivenessDistinctiveness• Comparing a person’s behaviour on one task
with their behaviour on other tasks
ConsistencyConsistency• Judging if a person’s performance on
a given task is consistent over time
Dimensions of Behaviour Considered Dimensions of Behaviour Considered when Making Causal Attributionswhen Making Causal Attributions
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External attributions are made when:External attributions are made when:
• Consensus is high
• Distinctiveness is high
• Consistency is low
Internal attributions are made when:Internal attributions are made when:
• Consensus is low
• Distinctiveness is low
• Consistency is high
External vs. Internal AttributionsExternal vs. Internal Attributions
2007 McGraw-Hill Ryerson Ltd. 22
Fundamental Attribution Bias:Fundamental Attribution Bias:
• One’s tendency to attribute another person’s behaviour to his or her personal characteristics, as opposed to situational factors
Self-Serving Bias:Self-Serving Bias:
• One’s tendency to take more personal responsibility for one’s success than for one’s failure
Attributional TendenciesAttributional Tendencies
2007 McGraw-Hill Ryerson Ltd. 23
PERSONALITY DYNAMICSPERSONALITY DYNAMICS
What is personality?What is personality?
Personality is defined as the combination of stable physical & mental characteristics that give the individual his or her identity.
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The Big Five Personality DimensionsThe Big Five Personality Dimensions
1.1. Extraversion Extraversion – outgoing, talkative, sociable, assertive
2.2. AgreeablenessAgreeableness – trusting, good-natured, cooperative, softhearted
3.3. ConscientiousnessConscientiousness – dependable, responsible, achievement-oriented, persistent
4.4. Emotional stabilityEmotional stability – relaxed, secure, unworried
5.5. Openness to ExperienceOpenness to Experience – intellectual, imaginative, curious, broadminded
2007 McGraw-Hill Ryerson Ltd. 25
Locus of ControlLocus of Control
InternalInternal Locus of ControlLocus of Control• People who believe they control
the events & consequences that affect their lives
• Display greater work motivation• Have stronger expectations that
effort leads to performance
External Locus of ControlExternal Locus of Control• People who believe their
performance is a product of circumstances beyond their immediate control
• Tend to become more anxious• Believe that luck or fate is the
cause of outcomes
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AttitudesAttitudes
An attitudeattitude is “a learned predisposition
to respond in a consistently favourable
or unfavourable manner with respect to
a given object.”
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Job SatisfactionJob Satisfaction
Job satisfactionJob satisfaction is an attitude concerning
various facets of one’s job. A person can be
relatively satisfied with one aspect of his or
her job & dissatisfied with one or more other
aspects.
2007 McGraw-Hill Ryerson Ltd. 28
Strong positiveStrong positive correlation between job satisfaction & organizational commitment
Moderate positiveModerate positive correlation between job satisfaction & motivation, job involvement, & organizational citizenship behaviour
Weak positiveWeak positive correlation between job satisfaction & job performance
Consequences of Job SatisfactionConsequences of Job Satisfaction
2007 McGraw-Hill Ryerson Ltd. 29
Strong negativeStrong negative correlation between job satisfaction & perceived stress
Weak negativeWeak negative correlation between job satisfaction & absenteeism & turnover
Consequences of Job Satisfaction Consequences of Job Satisfaction (cont’d)(cont’d)
2007 McGraw-Hill Ryerson Ltd. 30
EMOTIONS IN THE WORKPLACEEMOTIONS IN THE WORKPLACE
EmotionsEmotions are intense feelings in
reaction to personal achievements
and setbacks that may be felt and
displayed.
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Positive & Negative EmotionsPositive & Negative Emotions
Negative emotions Negative emotions (Goal incongruent):- Anger - Fright/anxiety- Guilt/shame - Sadness- Envy/jealousy - Disgust
Positive emotions Positive emotions (Goal congruent):- Happiness/joy - Pride- Love/affection - Relief
2007 McGraw-Hill Ryerson Ltd. 32
Emotional LabourEmotional Labour
Emotional LabourEmotional Labour is a job requirement that
employees must suppress felt emotions and
display organizationally desired emotions
during interpersonal transactions.
2007 McGraw-Hill Ryerson Ltd. 33
Emotional DissonanceEmotional Dissonance
Emotional dissonanceEmotional dissonance occurs when there is a conflict between required and true emotions. This dissonance contributes to stress and job burnout.
2007 McGraw-Hill Ryerson Ltd. 34
Emotional Intelligence (EI)Emotional Intelligence (EI)
Emotional intelligence (EI) Emotional intelligence (EI) is the ability to recognize emotions in one’s self and others, taking advantage of helpful ones & keeping control over destructive ones.
2007 McGraw-Hill Ryerson Ltd. 35
Goleman’s 5 Dimensions of EIGoleman’s 5 Dimensions of EI
1.1. Self-awarenessSelf-awareness – recognizing own emotions
2.2. Self-regulation Self-regulation – controlling own emotions
3.3. Self-motivationSelf-motivation – directing own emotions
towards personal goals
4.4. EmpathyEmpathy – being sensitive to others’ feelings
5.5. Social SkillSocial Skill – managing others’ emotions
2007 McGraw-Hill Ryerson Ltd. 36
Mayer & Salovey’s Ability Model of EIMayer & Salovey’s Ability Model of EI
1.1. Perceiving emotionsPerceiving emotions – ability to perceive emotions in oneself, others, and other stimuli such as music
2.2. Facilitating thoughtFacilitating thought – ability to generate, use, & feel emotion to communicate feelings or employ them in other cognitive processes
3.3. Understanding emotionsUnderstanding emotions – ability to understand emotional information and to appreciate appropriate emotional meanings
4.4. Managing emotionsManaging emotions – ability to be open to feelings & to modulate them in oneself & others to promote personal understanding & growth
2007 McGraw-Hill Ryerson Ltd. 37Source: Reprinted with permission from D Tjosvold, Learning to Manage Conflict: Getting People to Work together Productively, pp 127-29. © 1993 Dean Tjosvold. First published by Lexington Books. All rights reserved.