PERCEPTION

Perception

SELECT

INTERPRET

ORGANIZE

Perception

ORGANIZE

INTERPRET

SELECTION

INPUT OUTPUT

OBJECTSFORMSSHAPESITUATION etc

REACTIONBEHAVIORINCIDENT etc

Sub-process of Perception

EXTERNAL ENVIRONMENTA.PHYSICAL ENVIRONMENTOfficeFactory FloorStoreClimate etc

B.SOCIO-CULTURAL ENVIRONMENTManagement StyleValuesDiscriminationRelationship etc

CONFRONTATION of specific stimulus (Eg. Supervisor or new procedure)

REGISTRATION of new

stimulus (Eg. Sensory and

neural mechanisms)

INTERPRETATION of Stimulus (Eg. Motivation, Learning and Personality)

FEEDBACKFor clarification

CONSEQUENCES(Reinforcement, Punishment or some organizational outcome

BEHAVIOROvert or Covert

STIMULUS OR SITUATION PERSON

BEHAVIOR

CONSEQUENCES

Factors affecting perception

FACTORS IN SITUATION1.Time2.Work Setting3.Social Setting

FACTORS IN SITUATION1.Attitude2.Motives3.Interests4.Experience5.Expectation

FACTORS IN TARGET1.Novelty 2.Motion3.Sounds4.Size5.Background6.Proximity7.Similarity

PERCEPTON

Shortcuts in Judging Others

1. SELECTIVE PERCEPTION Any characteristic that makes a person,

object or event stand out will increase the probability that it will be perceived.

Selective perception help us to “Speed Read” others

2.HALO EFFECT• When we draw a general impression about an

individual on the basis of a single characteristics, such as intelligence, sociability or appearance, a halo effect is operating.

• Research suggests that it is likely to be most extreme when the traits to be perceived are ambiguous in behavioral terms, when the traits have moral overtones and when the perceiver is judging traits with which he or she has limited experience.

3.STEREOTYPE A stereotype is a generalization about a group

of people which he or she belongs. Stereotype reduces information about other

people to a workable level and they are efficient for compiling and using information.

For example, attractiveness is a powerful stereotype. We assume that attractive people are also warm, kind, sensitive etc

Stereotyping can be sex stereotyping, age stereotyping, professional stereotyping etc

• 4.FIRST IMPRESSION ERROR Individual place a good deal of importance on

first impression. First impression error means the tendency to

form lasting opinion about an individual based on initial perceptions.

5.CONTRAST EFFECT Stimuli that contrasts with the surrounding

environment are more likely to be selected for attention that stimuli that blends in.

A contrast effect is the evaluation of a person’s characteristics that are affected by comparison with other people recently encountered that rank higher or lower on the same characteristics.

6.PROJECTION It is easy to judge others if we assume they are

similar to us This tendency to attribute one’s own

characteristics to other people is called projection.

7.SELF FULFILING PROPHECIES Self fulfilling prophecies are situations in which

our expectations about people affect our interaction with them in such a way that our expectations are fulfilled.

Self fulfilling prophecies are also called as Pygmalion Effect

The Pygmalion effect has been observed in work organization as well

A manager’s expectation of an individual affect both the manager’s behavior towards the individual and the individual’s response

PERCEPTION AND ITS APPLICATION IN ORGANIZATION

1. EMPLOYMENT INTERVIEW A major input into who is hired and who is

rejected in any organization is the employment interview.

Evidence suggests that interviewers often make inaccurate perceptual judgment,.

Interviewers generally draw early impressions that become very quickly entrenched.

2.PERFORMANCE EVALUATION An employee’s performance appraisal very

much depends on the perceptual process. The evaluator forms a general impression of

an employee’s work based on the perception of good or bad characteristics of an employee.

3. PERFORMANCE EXPECTATION A manager’s expectations of an individual

affect both the manager’s behavior towards the individual and the individual’s response.

An impressive amount of evidence demonstrates that people will attempt to valid their, perceptions of reality, even when these perceptions are faulty.

This is particularly relevant when we consider performance expectations on the job.

4. EMPLOYEE LOYALTY The assessment of an employee’s loyalty or

commitments is highly judgmental. What is perceived as loyalty by one may be

seen as excessive by another. An employee who questions the top

management may be seen a disloyal, but in reality he may question certain unethical practice in the company.

COGNITIVE DISSONANCE THEORY

COGNITIVE DISSONANCE THEORY This is the feeling of uncomfortable tension, which comes from

holding two conflicting thoughts in the mind at the same time Dissonance increases with the importance of the subject to us,

how strongly the dissonance thoughts conflict, our inability to rationalize and explain away the conflict also increases.

Dissonance is strong when we believe something about ourselves and then do something against the belief.

If a person feels that he is good but do something bad, then the discomfort that the person feels as a result of this is called as dissonance.

Dissonance is most powerful when it is about our self image

COGNITIVE DISSONANCE THEORY When we have such tension, we can take one f

the three following actions:1. Change our behavior2. Justify our behavior by changing the conflicting

cognition3. Justify our behavior by adding new cognition

COGNITIVE DISSONANCE THEORY If an action has been completed and cannot be

undone, then the after-the-effect dissonance compels us to change our belief.

Cognitive dissonance appears in virtually all evaluations and decisions and is the central mechanism by which we experience new differences in the world

When we see other people behavior differently to our images of them, when we hold any conflicting thoughts, we experience dissonance.