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    What Is Perception, and Why Is It Important?

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    Perception is the process by which individuals organize and interpret their sensory impressions to give meaning to their environment. People's behavior is based on their perception of reality, not reality itself. Factors like attribution theory, perceptual selectivity, and biases can influence how people perceive others and make judgments. Perception affects important organizational behaviors and decisions around hiring, performance evaluations, employee effort assessment, and social interactions.

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    What Is Perception, and Why Is It Important?

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    Ritobroto
    30 views15 pages
    Perception is the process by which individuals organize and interpret their sensory impressions to give meaning to their environment. People's behavior is based on their perception of reality, not reality itself. Factors like attribution theory, perceptual selectivity, and biases can influence how people perceive others and make judgments. Perception affects important organizational behaviors and decisions around hiring, performance evaluations, employee effort assessment, and social interactions.

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    perception in organizations

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    Perception

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    Perception is the process by which individuals organize and interpret their sensory impressions to give meaning to their environment. People's behavior is based on their perception of reality, not reality itself. Factors like attribution theory, perceptual selectivity, and biases can influence how people perceive others and make judgments. Perception affects important organizational behaviors and decisions around hiring, performance evaluations, employee effort assessment, and social interactions.

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    Download as ppt, pdf, or txt
    30 views15 pages

    What Is Perception, and Why Is It Important?

    Uploaded by

    Ritobroto
    Perception is the process by which individuals organize and interpret their sensory impressions to give meaning to their environment. People's behavior is based on their perception of reality, not reality itself. Factors like attribution theory, perceptual selectivity, and biases can influence how people perceive others and make judgments. Perception affects important organizational behaviors and decisions around hiring, performance evaluations, employee effort assessment, and social interactions.

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    What

    What Is
    Is Perception,
    Perception, and
    and Why
    Why Is
    Is ItIt Important?
    Important?

    Perception
    A process by which
    ••People’s
    People’s behavior
    behavior isis
    individuals organize and based
    based on on their
    their
    interpret their sensory perception
    perception of of what
    what
    impressions in order to reality
    reality is,is, not
    not on
    on
    give meaning to their reality
    reality itself.
    itself.
    environment.
    ••The
    The world
    world as as itit isis
    perceived
    perceived isis thethe worldworld
    that
    that isis behaviorally
    behaviorally
    important.
    important.
    Organizational Behavior: Dr. Rachana Chattopadhyay
    Factors
    FactorsThat
    That
    Influence
    Influence
    Perception
    Perception

    E X H I B I T 3–1
    E X H I B I T 3–1

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Person
    PersonPerception:
    Perception: Making
    MakingJudgments
    JudgmentsAbout
    About Others
    Others

    Attribution Theory
    When individuals observe
    behavior, they attempt to
    determine whether it is
    internally or externally
    caused.

    Distinctiveness:
    Distinctiveness:shows
    showsdifferent
    differentbehaviors
    behaviorsinindifferent
    differentsituations.
    situations.
    Consensus:
    Consensus:response
    responseisisthe
    thesame
    sameasasothers
    otherstotosame
    samesituation.
    situation.
    Consistency:
    Consistency:responds
    respondsininthe
    thesame
    sameway
    wayover
    overtime.
    time.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Attribution
    AttributionTheory
    Theory
    E X H I B I T 3–2
    E X H I B I T 3–2
    Organizational Behavior: Dr. Rachana Chattopadhyay
    Perceptual
    Perceptual Selectivity
    Selectivity

    Any characteristics related with a person or an object


    or an event that increase the probability of perception.

    Perceptual selectivity occurs because it is impossible


    for us to assimilate everything we see- only certain
    stimuli can be taken in.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Errors
    Errors and
    and Biases
    Biases in
    inAttributions
    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.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Errors
    Errors and
    and Biases
    Biases in
    inAttributions
    Attributions (cont’d)
    (cont’d)

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

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Frequently
    Frequently Used
    Used Shortcuts
    Shortcuts in
    in Judging
    Judging Others
    Others
    Halo Effect
    Drawing a general impression
    about an individual on the
    basis of a single characteristic

    Contrast Effects
    Evaluation of a person’s characteristics that
    are affected by comparisons with other
    people recently encountered who rank higher
    or lower on the same characteristics.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Frequently
    Frequently Used
    Used Shortcuts
    Shortcuts in
    in Judging
    Judging Others
    Others

    Projection Stereotyping
    Attributing one’s own Judging someone on the
    characteristics to other basis of one’s perception of
    people. the group to which that
    person belongs.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Specific
    SpecificApplications
    Applications in
    in Organizations
    Organizations
     Employment Interview
    Perceptual biases of raters affect the accuracy of
    interviewers’ judgments of applicants.
     Performance Expectations
    Self-fulfilling prophecy (pygmalion effect): on the
    basis of the preconceived expectation,
    performance is judged.
     Ethnic Profiling
    A form of stereotyping in which a group of
    individuals is singled out—typically on the basis of
    race or ethnicity—for intensive inquiry, scrutinizing,
    or investigation.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Specific
    SpecificApplications
    Applications in
    in Organizations
    Organizations (cont’d)
    (cont’d)
     Performance Evaluations
    Appraisals are often the subjective
    (judgmental).

     Employee Effort
    Assessment of individual effort is a
    subjective judgment, subject to perceptual
    distortion and bias.

    Organizational Behavior: Dr. Rachana Chattopadhyay


    Social
    Social Perception
    Perception
    Social perception deals with how an individual
    perceives others.

    Characteristics that influence the perceptions of an


    perceiver:
     If an individual understand his own personality well, it becomes
    easier to understand others.
     Personal characteristics of an individual may affect the way he
    perceives others.
     An individual who has high self-esteem is more likely to
    perceive favorable aspects in others as well.
     How accurately an individual perceives others is based on not
    just a single skill but involves many other skills
    Organizational Behavior: Dr. Rachana Chattopadhyay
    The
    The Link
    Link Between
    Between Perceptions
    Perceptions and
    and Individual
    Individual
    Decision
    Decision Making
    Making

    Problem
    A perceived discrepancy
    between the current state of
    affairs and a desired state. Perception
    Perception
    of
    ofthe
    the
    decision
    decision
    Decisions maker
    maker
    Choices made from among
    alternatives developed from
    data perceived as relevant.

    Outcomes
    Organizational Behavior: Dr. Rachana Chattopadhyay
    Assumptions
    Assumptions of
    of the
    the Rational
    Rational Decision-
    Decision-
    Making
    Making Model
    Model

    Rational Decision- Model


    ModelAssumptions
    Assumptions
    Making Model
    •• Problem
    Problemclarity
    clarity
    Describes how
    •• Known
    Knownoptions
    options
    individuals should
    behave in order to •• Clear
    Clearpreferences
    preferences
    maximize some •• Constant
    outcome. Constant
    preferences
    preferences
    •• No
    Notime
    timeor
    orcost
    cost
    constraints
    constraints
    •• Maximum
    Maximumpayoff
    payoff
    Organizational Behavior: Dr. Rachana Chattopadhyay
    Steps
    Steps in
    in the
    the Rational
    Rational Decision-Making
    Decision-Making Model
    Model

    1. Define the problem.


    2. Identify the decision criteria.
    3. Allocate weights to the criteria.
    4. Develop the alternatives.
    5. Evaluate the alternatives.
    6. Select the best alternative.

    E X H I B I T 3–3
    E X H I B I T 3–3
    Organizational Behavior: Dr. Rachana Chattopadhyay

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