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ORGS - Chapter 2
INTL 2300 - Chapter 2: Perception, Personality, and Emotions
| Term | Definition |
|---|---|
| Perception | The process by which individuals organize and interpret their impressions to give meaning to their environment. |
| Importance of Perception | Because behaviour is based on a perception of what reality is, not on reality itself The world as it is perceived is the world that is behaviourally important |
| Factors Influencing Perception | The perceiver The target The situation |
| Perceptual Errors | Attribution Theory Selective Perception Halo Effect Contrast effects Stereotyping |
| Attribution Theory | The theory that when we observe what seems like atypical behaviour by an individual, we attempt to determine whether it is internally or externally caused. |
| In trying to determine whether a behaviour is internally or externally caused, we rely on three rules about the behaviour: | 1. Distinctiveness 2. Consensus 3. Consistency |
| Distinctiveness | A behavioural rule that considers whether an individual acts similarly across a variety of situations. |
| Consensus | A behavioural rule that considers whether everyone faced with a similar situation responds in the same way. Does the individual act the same as others in the same situation? |
| Consistency | A behavioural rule that considers whether the individual has been acting in the same way over time. |
| 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 |
| Selective Perception | People’s selective interpretation of what they see based on their interests, background, experience, and attitudes. |
| Halo Effect | Drawing a general impression of an individual on the basis of a single characteristic. |
| Contrast Effects | The concept that our reaction to one person is often influenced by other people we have recently encountered. |
| Stereotyping | Judging someone on the basis of one’s perception of the group to which that person belongs. |
| Heuristics | Judgment shortcuts in decision making. |
| Most obvious applications of judgment shortcuts in the workplace: | Employment interviews Performance expectations Performance evaluations |
| Self-fulfilling Prophecy | A concept that proposes people will behave in ways consistent with how they are perceived by others. |
| Personality | The total of ways in which an individual reacts to and interacts with others. |
| Measuring Personality | Research indicates that personality tests are useful in hiring decisions. Scores on personality tests help managers forecast who is the best fit for a job. |
| Self-report Surveys | Individuals evaluate themselves on a series of factors. |
| Observer Ratings | Provide an independent assessment of personality. Tend to be more accurate predictors of success on the job. |
| Personality Determinants | Heredity Environmental factors Situational conditions |
| Personality Traits | Enduring characteristics that describe an individual’s behaviour |
| The Myers-Briggs Type Indicator (MBTI) | A personality test that taps four characteristics and classifies people into 1 of 16 personality types. Personality tests to determine how people usually act or feel in particular situations. |
| The Big Five Personality Model | A personality assessment model that taps five basic dimensions. Five basic personality dimensions: Extraversion, Agreeableness, Conscientiousness, Emotional stability & Openness to experience |
| The Dark Triad | Is a group of negative personality traits consisting of Machiavellianism, narcissism & psychopathy |
| Machiavellianism | This is the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means. High ______ Manipulate more Win more Are persuaded less Persuade others morw |
| Narcissism | The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. Tend to think that they are better leaders than their colleagues, but their supervisors tend to rate them as worse. |
| Psychopathy | The tendency for a lack of concern for others and a lack of guilt or remorse when one’s actions cause harm. Related to the use of hard influence tactics (threats, manipulation) and bullying work behaviour (physical or verbal threatening). |
| Core Self-Evaluation | Bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. |
| People with positive core self-evaluations perform better because they: | Set more ambitious goals and are more committed to their goals and persist longer |
| Self-Monitoring | A personality trait that measures an individual’s ability to adjust behaviour to external, situational factors. |
| High self-monitors tend to: | Pay closer attention to the behaviour of others Be more capable of conforming Be more mobile in their careers Receive more promotions Be more likely to occupy central positions in an organization |
| Proactive Personality | A person who identifies opportunities, shows initiative, takes action and perseveres until meaningful change occurs. |
| People with a proactive personality will have: | Higher levels of job performance Career success |
| Situation Strength Theory | A theory indicating that the way personality translates into behaviour depends on the strength of the situation |
| Situation strength is analyzed in terms of four elements: | Clarity Consistency Constraints Consequences |
| Affect | This is a broad range of feelings that people experience. Generic term that covers a broad range of feelings people experience, including emotions and moods |
| Emotions | These are intense feelings that are directed at someone or something. |
| Moods | These are feelings that tend to be less intense than emotions and that lack a contextual stimulus. |
| Emotional Labour | This is when an employee expresses organizationally desired emotions during interpersonal transactions at work. Emotional dissonance Felt emotions Displayed emotions Surface acting Deep acting |
| Affective Events Theory (AET) | This is a model that suggests that workplace events cause emotional reactions on the part of employees, which then influence workplace attitudes and behaviours. |
| Emotional Intelligence (EI) | The ability to detect and manage emotional cues and information. - Perceive emotions in self and others - Understand the meaning of these emotions - Regulate one’s emotions accordingly in a cascading model |
| For | The case _____________ EI: - Intuitive appeal - EI predicts criteria that matter - EI is biologically based |
| Against | The case _____________ EI: EI researchers do not agree on definitions EI cannot be measured The validity of EI is suspect |
| Negative emotions can lead to negative workplace behaviours called employee deviance: | - Production (leaving early, intentionally working slowly) - Property (stealing, sabotage) - Political (gossiping, blaming co-workers) - Personal aggression (sexual harassment, verbal abuse) |
| Emotion Regulation | The act of identifying and modifying the emotions you feel. Emotion management ability is a strong predictor of task performance and organizational citizenship behaviours. |
| Perception | (Global difference) Studies suggest that perceptual differences in culture affect what we focus on and what we remember. |
| Attribution | (Global difference) Most studies suggest that there are differences across cultures in the attributions people make. |
| Personality | (Global difference) The five personality factors identified in the Big Five model appear in almost all cross-cultural studies. |
| Emotions | (Global difference) Studies suggest some cultures value and experience certain emotions more than others. Intensity also varies to some degree. |
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