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Perception

Amity School of Business BBAGEN, SEMESTER II ORGANISATIONAL BEHAVIOUR (BBAHR-10201) Ms. Kushi Sharma. The process by which we become aware of, and give meaning to, events around us. Perception helps define “reality.”

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Perception

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  1. Amity School of BusinessBBAGEN, SEMESTER II ORGANISATIONAL BEHAVIOUR(BBAHR-10201) Ms. Kushi Sharma

  2. The process by which we become aware of, and give meaning to, events around us. Perception helps define “reality.” Objective reality—what truly exists in the physical world to the best abilities of science to measure it. Perceived reality—what individuals experience through one or more of the human senses, and the meaning they ascribe to those experiences. Behavioral problems arise when an individual’s perceived reality does not match objective reality. Perception

  3. Characteristics of stimuli or input INFLUENCED BY SITUATION AND PERCEIVER’S CHARACTERISTICS • Perceptual inputs • Objects • Events • People Perceptual Mechanism SelectionInterpretation Organisation • Perceptual Outputs • Attitudes • Opinions • Feelings PERCEPTUAL PROCESS BEHAVIOUR

  4. Basic Elements in the Perceptual Process Observation * Taste * Smell * Hearing * Sight * Touch Environmental Stimuli Perceptual Selection * External factors * Internal factors Perceptual Organization * Perceptual grouping Response * Covert * Overt Interpretation * Perceptual errors * Attributions

  5. Figure 1.1 The perceptual process. The steps in this process are arranged in a circle to emphasize the fact that the process is dynamic and continually changing. Blue arrows point to stimuli; green to processing; red to perceptual responses. Arrows A, B, and C indicate three important relationships that researchers measure.

  6. Environmental stimuli All available stimuli for an observer Attended stimuli Stimuli that are the point of focus for the observer Stimulus on the receptors “Image” of stimulus on receptor cells The Perceptual Process

  7. Transduction Change from environmental energy to electrical energy in the nervous system Neural processing Interconnected neurons that propagate the electrical signal from receptor cells throughout the brain The Perceptual Process - continued

  8. Perception Conscious sensory experience Recognition Ability to place objects in categories that provide meaning Action Motor activities that occur in reference to the perceived and recognized object The Perceptual Process- continued

  9. Figure 1.6 Perception is determined by an interaction between bottom-up processing, which starts with the image of the receptors, and top-down processing, which brings the observer’s knowledge into play. In this example, (a) the image of the moth on Ellen’s retina initiates bottom-up processing, and (b) her prior knowledge of moths contributes to top-down processing.

  10. Factors Influencing the Perceptual Process • Perceiver: • Perception influenced by person’s values, attitudes, past experiences, needs, personality • Setting/Environment: • Physical context, social context, organizational context • Perceived/target: • Target’s contrast, intensity, figure-ground separation, size, motion, repetition.

  11. FACTORS INFLUENCING PERCEPTION • SITUATIONAL FACTORS • Work setting • Social setting • Time • CHARACTERISTICS • OF PERCEIVER • Expectations • Experience • Values • Attitudes • Personality • CHARACTERISTICS • OF PERCEIVED/TARGET • Motion • Size • Appearance • Proximity • Sound • Background INDIVIDUAL’S PERCEPTION

  12. The Similar-to-me Effect/Projection. Attribution error. First Impression Error-confirming one’s expectation/primacy error. The Halo/Horn Effect. Selective Perception. Stereotyping. Self-fulfilling prophecy/pygmallion effect. Recency effect. Contrast effect. Self-serving bias. Skewing errors. Central tendency, leniency, strictness bias. BARRIERS/ERRORS/BIASESIN PERCEPTION

  13. Projection = assigning one’s personal attributes to another individual. Happens at interpreting stage of perception. E.g., when manager assumes subordinate reacts to a work opportunity the same way as the manager. Projection

  14. Controlled through: self-awareness (realizing one’s own needs) and strong empathy (being able to put oneself in the other’s position and understand their perspective) Projection

  15. The tendency to underestimate the influence of external factors and over estimate the influence of internal factors while making judgements about the behaviour of others. FUNDAMENTAL ATTRIBUTION ERROR

  16. IS THE CAUSE OF THE BEHAVIOR SEEN AS INTERNAL OR EXTERNAL? WE LOOK FOR THREE TYPES OF INFORMATION TO DECIDE: DISTINCTIVENESS IS THIS PERSON’S PERFORMANCE DIFFERENT ON OTHER TASKS AND IN OTHER SITUATIONS? CONSISTENCY OVER TIME, IS THERE A CHANGE IN BEHAVIOR OR RESULTS ON THIS TASK BY THIS PERSON? CONSENSUS DO OTHERS PERFORM OR BEHAVE SIMILARLY WHEN IN A SIMILAR POSITION? “YES” answers lead to EXTERNAL attributions (Environmental causes) “NO” answers lead to INTERNAL attributions (Personal causes)

  17. The disproportionately high weight given to the first information obtained about a stimulus. Primacy error

  18. Halo effect = one attribute of a person or situation is used to develop an overall impression of that individual or situation. (positive aspect) if negative aspect is given more weightage it leads to horn effect. Happens at organizing stage of perception. Common – e.g., when we meet a new person who smiles at us, we have immediate first impression that the person is friendly. Can create distortion in performance appraisals, e.g., good attendance = intelligent, responsible Need to ensure appraisal based on facts, not biased impressions. Halo Effects

  19. Selective perception = tendency to notice those aspects of a person or situation that are consistent with or reinforce the perceiver’s existing attitudes, beliefs or needs. Influences attention stage – what we notice. Most easily overcome by gathering perceptual info from others to see if one has only picked up on part of the picture. Selective Perception

  20. Judging someone on the basis of one’s perception of the group to which that person belongs and thus cause problems in accurate retrieval of information. Can be misleading in case of employment interviews and one can lose a very deserving candidate too. Basically the person is having closed windows and doesn’t let fresh, new ideas to pop-in. Stereotypes

  21. STEREOTYPING PROCESS Develop social categories And assign traits To them. Person is identified with a Social category based on Observable information Assign social category’s Cluster of traits In the person

  22. Self-fulfilling prophecy = the tendency to create or find in a situation or individual what one expects to find. Because one believes something, one acts in a way that makes the outcome more likely. Negative example: assume individual has no ambition so gives no challenging work; individual is bored and does not work well, confirming manager’s initial belief Positive example: believe exceptional potential in employee so give challenge, support, praise; employee thrives in this attention and support, performing well, thus confirming manager’s expectations.

  23. Supervisors form Expectations About employees Employee’s behaviour Becomes consistent With supervisors expectations Expectations affect Supervisor’s behaviour Towards employee SELF-FULFIILING PROPHECY CYCLE Supervisor’s behaviour Affect employees’ Abilities and self-efficacy

  24. Contrast effect = when an individual’s characteristics are contrasted with those of people recently encountered who rank higher or lower on those characteristics. Person in job interview appears stronger when immediately following a weak candidate. Awareness of potential distortion from contrast effect needed.

  25. The disproportionately high weight given to the last information obtained about a stimulus. Recency effect

  26. This is a tendency for individuals to attribute their own success to internal factors and place blame for failures on external factors. Their approach is self-serving. Self-serving Bias

  27. the rater may be lenient to prove his worthiness, to maintain relationships, to win promotions for subordinates, approval of others. Leniency

  28. this occurs when employees are incorrectly rated near the average or middle of the scale. The attitude of the rater is to play safe Central Tendency

  29. For improved usefulness Train raters. Regular ongoing observation of employees. Limit number appraised by one supervisor. Clear standards. Avoid ambiguous terms like “average.” Applying Johari window. Being empathic. Impression Management People often systematically attempt to behave in ways that will create and maintain impressions which the person wants others to have of him or her E.g., clothing, handshake, resume preparation for a job interview E.g., associating with “right” people, doing favours to gain approval, agreeing with others. Improving Perceptual process

  30. Self-understanding - The acknowledgement that you and people who interact with you are susceptible to perceptual errors. Conscious information processing - Carefully considering the “facts” during the perceptual process and consciously questioning the accuracy of what you perceive. Reality testing - The comparison of developed perceptions about a stimulus object to another (objective) measure of the object.

  31. Perception and Hiring Perception and Performance Appraisal Perception and Motivation Perception and Corporate Image Business Implications

  32. Hiring new employees can be affected by perception in many ways Contrast or novelty in the job applicant can affect his chances of getting the job. The employers may stereotype applicants on the basis of race or gender, or May allow the halo effect to color an overall perception of an applicant. Ex – a manager , who believes that people should dress professionally for a job interview, is likely to be unimpressed by an applicant who shows up wearing sunglasses. Perception and Hiring

  33. Performance evaluation is the assessment of an employee’s performance to correct shortcomings, identify strengths, and provide a basis for giving rewards. An employee’s performance appraisal is dependent on the perceptual process to a great extent. What a manager perceives to be “good” or “bad” employee characteristics/behaviors will significantly influence the appraisal outcome. Perception and Performance Appraisal

  34. Perception of workplace and management can play a major role in motivation. If a person feels that he is getting equitable pay for his work, he will be satisfied with his pay. If he feels that he will get promotion and pay raise if he works hard, he will be motivated to work hard. Perception and Motivation

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