McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-1

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-2 Chapter Perceptions, Attributions, and Emotions 4 4

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-3 Perception, attribution, and emotion are not concepts a manager can directly access or fix in others. Managers need an understanding of how these factors impact a person’s view of the work environment.

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-4 Perception The cognitive process by which an individual selects, organizes, and gives meaning to environmental stimuli Through perception, individuals attempt to make sense of their environment and the objects, people, and events in it

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-5 The Perceptual Process: An Individual Interpretation ObservationSelectionTranslation Person’s Perceptual Process: Organizing, Translating, and Selection Work Environment Stimuli Response Manager style Manager style Technology Technology Noise Noise Peers Peers Reward system Reward system Compensation plan Compensation plan Career opportunities Career opportunities Attitudes Attitudes Feelings Feelings Motivation Motivation Behavioral Behavioral Sight Sight Learning Learning Taste Taste Smell Smell Intensity Intensity Size Size Impatience Impatience Stereotyping Stereotyping Self-concept Self-concept Emotions Emotions

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-6 The Perceptual Gap Between Supervisor and Subordinates Gives privileges52%14% Gives more responsibility48%10% Gives a pat on the back82%13% Gives sincere and thorough praise 80%14% Trains for better jobs64%9% Gives more interesting work51%3% Types of Recognition Frequency with Which Supervisors Say They Give Various Types of Recognition for Good Performance Frequency with Which Subordinates Say Supervisors Give Various Types of Recognition for Good Performance

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-7 Self-Fulfilling Prophecy Perceptions influence reality Self-fulfilling prophecy – tendency for someone’s expectations about another to cause the individual to behave in a manner consistent with those expectations Pygmalion effect: the positive case Golem effect: the negative case

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-8 The Pygmalion and Golem Effect Expectations Support Granted ExperiencePerformance Positive Negative Positive Negative More Less More Less

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved. 4-9 Perceptual Grouping (1 of 2) The law of nearness – all other things being equal, stimuli that are near each other tend to be grouped together The law of similarity – stimuli that are similar in size, color, shape, or form tend to be grouped together

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Perceptual Grouping (2 of 2) The law of closure – the tendency to complete a figure, so that it has a consistent overall form The law of figure and ground – the tendency to group sensations into figures and backgrounds

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Situational Factors Needs and Perceptions Attribution Theory Halo Effect Similar-To-Me Errors Stereotyping Perceptual Grouping: Causes of Inaccuracies and Distortions

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Stereotyping A way of categorizing individuals (or events, organizations, etc.) on the basis of limited information or observation It is a perceptual process Prejudice – a stereotype that refuses to change when presented with information indicating the stereotype is inaccurate

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Sources of Prejudice Personal Prejudice Group Prejudice

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved How to Pay Attention to One’s Stereotyping 1.Remember that stereotypes are frequently based on little or inaccurate information 2.Always be willing to change or add information that will improve the accuracy of any of your stereotypes 3.Understand that stereotypes rarely accurately apply to a specific individual

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Halo Effect Occurs when a person (e.g. manager) allows one important and noticeable characteristic of another person to bias the evaluation, perception, or impression of that person A manager’s entire approach to making judgments based on a single, obvious characteristic has to be cautiously reviewed

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Attribution Theory Concerned with the process by which individuals interpret events around them as being caused by a relatively stable portion of their environment Attempts to explain the why of behavior

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved The Attribution Process EventAnalysis of what caused the event Reinforcement or modification of previous assumptions of causality Choices regarding future behavior Example: I received a raiseI received the raise because I am a hard worker Hard work leads to rewards in this organization Since I value these rewards, I will continue to work hard in the future

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Internal and External Attributions INTERNAL ATTRIBUTION INTERNAL ATTRIBUTION EXTERNAL ATTRIBUTION EXTERNAL ATTRIBUTION DistinctivenessConsistencyConsensus Does this person behave in this same manner in other situations? Does this person behave in this same manner at other times? Do other people behave in this same manner? YES NO YESNO Low Distinctiveness High Distinctiveness High Consistency Low Consistency Low Consensus High Consensus

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Managerial Implications of an Attributional Approach to Understanding Work Behavior: 1.In order to influence employee behavior, the manager must understand the attributions employees make 2.A manager must be aware that his own attributions may be different from employees’ attributions 3.Managers cannot assume that their own attributions are error free

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Impression Management The attempt to influence others’ perception e.g., managers manage impressions by: how they talk their overall style their office location and furniture the individuals they select as employees Employees, job candidates, external stake- holders, and organizations engage in impression management

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Impression Management Tactics of Individuals: (1 of 2) 1. Ingratiation – seek to be viewed positively by flattering others or offering to do favors for them 2. Self-promotion – tout their abilities and competence 3. Exemplification – seek to be viewed as dedicated by going above and beyond the call of duty

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Impression Management Tactics of Individuals: (2 of 2) 4. Supplication – seek to be viewed as needing help because of limitations 5. Intimidation – seeks to be viewed as powerful and threatening

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Emotions A person’s emotion – a state characterized by physiological arousal and changes in facial expressions, gestures, posture, and subjective feelings Emotions are important in understanding the behavior and attitudes of people Emotions are difficult to determine with any degree of accuracy

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Universal Primary Emotions Fear Surprise Sadness Disgust Fear Surprise Sadness Disgust Anger Joy Anticipation Acceptance Anger Joy Anticipation Acceptance

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Emotional Labor (1 of 2) The management of your emotions to keep them under control In organizations, emotional labor may involve: enhancing, faking, or suppressing emotions to modify the emotional expression

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Emotional Labor (2 of 2) Individuals manage their emotions through: Surface acting – where one regulates his or her emotional expressions Deep acting – where one modifies feelings in order to express a desired emotion

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved Emotional Intelligence (EI) A combination of skills and abilities such as: self-awareness self-control empathy sensitivity to the feelings of others

McGraw-Hill/Irwin© 2005 The McGraw-Hill Companies, Inc. All rights reserved EI (as Defined by Mayer and Salovey) Perception, appraisal, and expression of emotion Emotional facilitation of thinking Understanding and analyzing emotional information; employing emotional knowledge Regulation of emotion