 2003 McGraw-Hill Ryerson Ltd. Perception, Personality, and Emotion Chapter Two

 2003 McGraw-Hill Ryerson Ltd. Social Perception Stage 1: Selective Attention/Comprehension Stage 2: Encoding and Simplification Stage 3: Storage and Retention Stage 4: Retrieval and Response Managerial ImplicationsSelf-Perception Self-Esteem Self-Efficacy Self-Monitoring Chapter Two Outline

 2003 McGraw-Hill Ryerson Ltd. Causal Attributions Attributional Tendencies Personality Dynamics The Big Five Personality Dimensions Locus of Control: Self or Environment? Attitudes Emotions in the Workplace Positive and Negative Emotions More Attention Needed Emotional Intelligence (EI) Chapter Two Outline (cont’d)

 2003 McGraw-Hill Ryerson Ltd. Social Perception Model Competing environmental stimuli: * People * Events * Objects Interpretation and categorization Stage 1 Selective Attention/ Comprehension Stage 2 Encoding and Simplification A C F A B C D E F

 2003 McGraw-Hill Ryerson Ltd. Social Perception Model (cont’d) Stage 3 Storage and Retention Stage 4 Retrieval and Response Memory Judgments and decisions C

 2003 McGraw-Hill Ryerson Ltd. Stage 1: Selective Attention/ Comprehension Stage 1: Selective Attention/ Comprehension - Attention is the process of becoming aware of something or someone - People pay attention to salient stimuli Stage 2: Encoding and Simplification Stage 2: Encoding and Simplification - Encoding is the process of interpreting environmental stimuli by using information contained in cognitive categories - The same information can be interpreted differently by people due to individual differences Social Perception

 2003 McGraw-Hill Ryerson Ltd. Stage 3: Storage and Retention Stage 3: Storage and Retention - Encoded information or stimuli is sent to long- term memory - Long-term memory is composed of three compartments containing categories of information about events, general knowledge, and people Stage 4: Retrieval and Response Stage 4: Retrieval and Response - Information is retrieved from memory when people make judgments and decisions Social Perception (cont’d)

 2003 McGraw-Hill Ryerson Ltd. Stereotypes A stereotype is an individual’s set of beliefs about the characteristics of a group of people.

 2003 McGraw-Hill Ryerson Ltd. Halo: using an overall impression to bias perceptions about the person or object. Leniency: consistently perceiving other people or objects in an extremely positive fashion. Central Tendency: avoiding extreme judgments and perceiving people and objects as average or neutral. Recency Effects: basing perceptions of people or objects on recent information only. Contrast Effects: basing perceptions of people or objects on comparisons with recently observed people or objects. Common Perceptual Errors

 2003 McGraw-Hill Ryerson Ltd. Self-efficacy Self-efficacy is a person’s belief about his or her chances of successfully accomplishing a specific task. efficacy  performance cycles can spiral upward toward success or downward toward failure Self-Efficacy

 2003 McGraw-Hill Ryerson Ltd. Self-Esteem Self-esteem One’s overall self-evaluation.  Managers can build employees’ esteem in four ways: –Be supportive of personal issues –Offer work involving challenge and autonomy –Strive for management-employee cohesiveness and trust –Have faith in each employee’s self-management ability

 2003 McGraw-Hill Ryerson Ltd. Self-Monitoring Self-Monitoring -the extent to which a person observes their own self-expressive behaviour and adapts it to the demands of the situation. -a source of diversity that needs to be understood by managers

 2003 McGraw-Hill Ryerson Ltd. Causal Attributions - suspected or inferred causes of someone’s behaviour. -an attribution is based on the consensus, distinctiveness, and consistency of the observed behaviour. Causal Attributions

 2003 McGraw-Hill Ryerson Ltd. Consensus Consensus - Involves comparing an individual’s behaviour with that of his or her peers. -High consensus indicates an individual is similar to his or her peers. Distinctiveness - Distinctiveness - Involves comparing a person’s behaviour on one task with his or her behaviour on other tasks. -Highly distinctive behaviour or results represents a situation where the current behaviour is significantly different from typical behaviour on other tasks. Causal Attributions (cont’d)

 2003 McGraw-Hill Ryerson Ltd. Consistency Consistency - Involves comparing a person’s behaviour or accomplishments on a given task over time. - High consistency implies that a person performs a certain task the same way, time after time. Predictions Predictions -Internal or personal attributions are made when a behaviour is associated with low consensus and distinctiveness, and high consistency. - External or environmental attributions are made when a behaviour is related with high consensus and distinctiveness, and low consistency. Causal Attributions (cont’d)

 2003 McGraw-Hill Ryerson Ltd. Fundamental Attribution Bias -ignoring environmental factors that affect behaviour Self-Serving Bias -taking more personal responsibility for success than for failure Causal Attributions (cont’d)

 2003 McGraw-Hill Ryerson Ltd.  Extraversion:  Extraversion: Outgoing, talkative, sociable, assertive  Agreeableness:  Agreeableness: Trusting, good natured, cooperative, soft hearted  Conscientiousness:  Conscientiousness: Dependable, responsible, achievement oriented, persistent  Emotional stability:  Emotional stability: Relaxed, secure, unworried  Openness to experience:  Openness to experience: Intellectual, imaginative, curious, broad minded Conscientiousness Research finding: Conscientiousness is the best (but not a strong) predictor of job performance The Big Five Personality Dimensions

 2003 McGraw-Hill Ryerson Ltd. Locus of Control  Internal locus of control -belief that one controls key events and consequences in one’s life.  External locus of control -life outcomes attributed to environmental factors such as luck or fate.

 2003 McGraw-Hill Ryerson Ltd. Attitudes -a learned predisposition toward a given object, person or situation eg. job satisfaction -job satisfaction has: - a weak positive relationship with job performance -a weak negative relationship with absenteeism and turnover -a moderate positive relationship with motivation, job involvement, and organizational citizenship behaviour -a strong positive relationship with organizational commitment -a strong negative relationship with perceived stress

 2003 McGraw-Hill Ryerson Ltd. Positive and Negative Emotions Emotions Emotions are intense feelings in reaction to personal achievements and setbacks that may be felt and displayed. Positive emotions (Goal congruent): Positive emotions (Goal congruent): - Happiness/joy- Pride - Love/affection- Relief Negative emotions (Goal incongruent): Negative emotions (Goal incongruent): - Anger- Fright/anxiety - Guilt/shame- Sadness - Envy/jealousy- Disgust Emotions

 2003 McGraw-Hill Ryerson Ltd. Emotional intelligence Emotional intelligence is the ability to recognize emotion in one’s self and others, taking advantage of helpful ones and keeping control over destructive ones Five Dimensions of Emotional Intelligence 1. self-awareness 1. self-awareness: recognize one’s own emotions 2. self-regulation 2. self-regulation: control one’s own emotions 3. self motivation 3. self motivation: direct one’s own emotions 4. empathy 4. empathy: understand and be sensitive to feelings of others 5. social skill 5. social skill: manage emotions of others Emotional Intelligence