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Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-1Copyright © 2007 Pearson Education Canada
Perception
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-2Copyright © 2007 Pearson Education Canada
• Perception Defined
• Factors Influencing Perception
• Perceptual Errors
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-3Copyright © 2007 Pearson Education Canada
• A multistage process that takes place in the BRAIN.
• It includes
– Selection
– Processing
– Organization
– Integration
of Information received from the SENSES
•Knowledge
•Needs
•Beliefs
•Values
•Assumptions
•Attitudes.
What is Perception
• Selective
• Organization
• Interpretation
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-4Copyright © 2007 Pearson Education Canada
Perception
• What Is Perception?– The process by which individuals organize and interpret
their impressions in order to give meaning to their environment.
• Why Is It Important?– Because people’s behaviour is based on their perception
of what reality is, not on reality itself. – The world as it is perceived is the world that is
behaviourally important.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-5Copyright © 2007 Pearson Education Canada
1. Simplify information for processing
2. Decrease distress/discomfort from particular stimuli.
Purpose of Perception Process
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-6Copyright © 2007 Pearson Education Canada
What influences perception?
• Cognitive functions
• Personality
• Past experiences
• Education
• Gender, age, ethnicity, culture
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-7Copyright © 2007 Pearson Education Canada
Senses
• Sight - Visual
• Hearing - Auditory
• Smell - Olfactory
• Taste
• Touch - Tactile
• Kinesthetic
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-8Copyright © 2007 Pearson Education Canada
Factors that Influence Perception• The Perceiver
• The Target• The Situation
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-9Copyright © 2007 Pearson Education Canada
Factors ThatInfluence Perception
Factors ThatInfluence Perception
E X H I B I T 5-1
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-10Copyright © 2007 Pearson Education Canada
The Perceptual Process
Environmental Stimuli
Feeling Hearing Smelling TastingSeeing
Selective Attention
Perceptual Organization
Emotions and Behavior
Individual’s Values
and Beliefs
From “Self Awareness” by McShane & Von Glinow, Organizational Behavior
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-11Copyright © 2007 Pearson Education Canada
What’s the difference?
• Sensation
• Interaction between the body-environment
• the reception of physical stimulation.
• Use of specialized cells.
Perception
• our interpretation
• active decoding process
• influenced by – experience
– thoughts
– beliefs...
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-12Copyright © 2007 Pearson Education Canada
Perception and human cognition
Week 1
Week 2
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-13Copyright © 2007 Pearson Education Canada
• What is Risk Perception?
– Process of determining likelihood and severity of injury
– Determined by availability of risk in memory
• Behavior is determined by perceived rather than actual risk
• Risk Tolerance – Is the subjective level of acceptable risk
• Hazard – Is a condition or set of circumstances that has the potential of causing harm or contributing to injury, illness, or property damage
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-14Copyright © 2007 Pearson Education Canada
Factors Influencing Risk Perception
Factors Definitions
Underestimate/Overestimate Risk Magnitude
People tend to overestimate the value of their experience and capabilities and underestimate associated risk.
Familiarity Working in a familiar situation encourages people to take more risk.
Severity of Consequence
When fear of injury or penalty seems low, people are more willing to take risks. People's acceptance of risk is based on the seriousness of the potential outcome and on how severely they might be injured.
Voluntary Exposure People who voluntary take risks, such as speeding on a highway or working without a hard hat, perceive their action as less dangerous.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-15Copyright © 2007 Pearson Education Canada
Factors Influencing Risk Perception
Personal Experience Personal stories - preferably told by the person involved - of accidents and dangers create attention and increases risk perception in an audience.
Understood Hazards Hazards that can be clearly explained cause less alarm than those that are not understood and are viewed as uncontrollable.
Cost of Compliance If the cost of noncompliance is very low, people are less likely to perceive an action as a risk. As an example, more people will risk getting a $20 speeding ticket than a $200 ticket. Cost associated with compliance can be a strong motivator to change risk perception.
Social Influence Employees can become role models, benefiting themselves and others, or can be negative influences.
Factors Definitions
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-16Copyright © 2007 Pearson Education Canada
Perceptual Errors
• Attribution Theory
• Selective Perception
• Halo Effect
• Contrast Effects
• Projection
• Stereotyping
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-17Copyright © 2007 Pearson Education Canada
Attribution Theory
• When individuals observe behaviour, they attempt to determine whether it is internally or externally caused.– Distinctiveness
• Does the individual act the same way in other situations?
– Consensus • Does the individual act the same as others in same situation?
– Consistency • Does the individual act the same way over time?
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-18Copyright © 2007 Pearson Education Canada
Attribution Theory
• Fundamental Attribution Error– The tendency to underestimate external factors
and overestimate internal factors when making judgments about others’ behaviour.
• Self-Serving Bias– The tendency to attribute one’s successes to
internal factors while putting the blame for failures on external factors.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-19Copyright © 2007 Pearson Education Canada
Attribution Theory
Observation InterpretationAttribution
of cause
External
High(Seldom)
Low(Frequently)High
Low(Seldom)High
(Frequently)
Low(Seldom)
Internal
rna l
Individualbehaviour
Distinctiveness(How often does the
person do this inother situations?)
Consensus(How often do other
people do this insimilar situations?)
Consistency(How often did theperson do this in
the past?)
External
Internal
Internal
External
(Frequently)
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-20Copyright © 2007 Pearson Education Canada
Perceptual Errors
• Selective Perception– People selectively interpret what they see based on their
interests, background, experience, and attitudes.
• Halo Effect– Drawing a general impression about an individual based
on a single characteristic.
• Contrast Effects– A person’s evaluation is affected by comparisons with
other individuals recently encountered.
Chapter 2, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 2-21Copyright © 2007 Pearson Education Canada
Perceptual Errors• Projection
– Attributing one’s own characteristics to other people.
• Stereotyping– Judging someone on the basis of your perception
of the group to which that person belongs.
• Prejudice– An unfounded dislike of a person or group based
on their belonging to a particular stereotyped group.