Personality Perception
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Transcript of Personality Perception
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EMOTIONAL STABILITYHigh: Calm
Resistant to stress Secure StableLow:
Anxious Depressed Insecure Susceptible to stress
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CONSCIENTIOUSNESSHigh Dependable
Organized Persevering PunctualLow
Disorganized Easily discouraged Unpredictable Unreliable
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AGREEABLENESSHigh Amiable
Cooperative Flexible TrustingLow
Aloof Contrary Suspicious Unfriendly
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EXTRAVERSIONHigh Active
Assertive Excitable
Sociable
Low
Apprehensive Dull Shy
Timid
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OPENNESS TO EXPERIENCEHigh Creative
Curious Insightful
Intellectual
Low
Bored Intolerant
Routine-oriented
Uninterested
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Reliability the degree to which a testmeasures some characteristic consistently Methods of assessing:
Test-retest giving one group the same test twice andstatistically evaluating the consistency of scores. Becausepersonality tests are intended to measure stable, enduringpersonality traits, the tests should be high.
Two tests evaluating the same content domains, givingthem to the same group, and statistically comparing the
scores of each individual. High reliability will be indicatedby very similar scores on both tests.
One version of a test and one sample of people resultsare evaluated using the coefficient alpha.
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Validity/Accuracy Methods of assessing:
Content validity assesses the degree towhich the items on a test capture the domainof interest.
Criterion-related validity assesses theusefulness of a selection test.
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Major threats to validity: Faking when a job applicant purposely attempts to
score more positively than he or she would ifanswering items truthfully.
Socially desirable responding similar to faking in thatthe applicant answers items falsely in order to lookbetter; however, unlike faking, socially desirableresponding is not deliberate. These are unconsciousand unintended responses are chosen in order to
conform with social norms. Response carelessness an applicant does not pay
careful attention to the items on the test andtherefore responds incorrectly. This occurs when theapplicant has poor reading skills, is in a hurry, isbored, or is not motivated to take the test.
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Acceptability the questions on apersonality test are not believed to
be invasive, too personal, or may beoffending.
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Halo Effect drawing a general impressionbased on a single characteristic.
Contrast Effects our reaction is influencedby others we have recently encountered (thecontext of the observation).
Projection project ones condition ontoothers instead of making an objective appraisalof the situation.
The world as it is perceived is the worldthat is behaviorally important.
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Decision making occurs as areaction to a perceived problem
Perception influences: Awareness that a problem exists
The interpretation and evaluation ofinformation
Bias of analysis and conclusions
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1. Define the problem.2. Identify the decision criteria.3. Allocate weights to the criteria.4. Develop the alternatives.5. Evaluate the alternatives.6. Select the best alternative.
Seldom actually used: more of a goalthan a practical method
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Complete knowledge of the situationAll relevant options are known in an
unbiased mannerThe decision-maker seeks thehighest utility
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A non-conscious process created outof distilled experience
Increases with experienceCan be a powerful complement torational analysis in decision making
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Overconfidence BiasAs managers and employees become more
knowledgeable about an issue, the less likelythey are to display overconfidence
Anchoring BiasA tendency to fixate on initial information and fail
to adequately adjust for subsequent information
Confirmation Bias
Seeking out information that reaffirms our pastchoices and discounting information thatcontradicts past judgments
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Availability BiasThe tendency to base judgments on
information that is readily available
Escalation of CommitmentStaying with a decision even when there is
clear evidence that it is wrong
Hindsight Bias
The tendency to believe falsely that wecould have accurately predicted theoutcome of an event after that outcome isalready known
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The ability to produce novel and usefulideas
Helps people to: Better understand the problem
See problems others cant see
Identify all viable alternatives
Identify alternatives that arent readilyapparent
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Creative-Thinking
Skills
Expertise
IntrinsicTask
Motivation
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Perception: To increase productivity, influence workers
perceptions of their jobs
To improve decision making:1. Analyze the situation
2. Adjust your decision approach
3. Be aware of biases and minimize their impact4. Combine rational analysis with intuition
5. Try to enhance your creativity
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Empathy understanding andsensitivity to the feelings, thoughts,
and situation of others.Know oneself becoming moreaware of ones values, beliefs, andprejudices.
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Hiddenarea
Blindarea
Unknownarea
Openarea
Known to selfUnknown to self
Knownto
others
Unknown toothers
Feedback
Dis
c
los
ure
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Main objective: TO INCREASE THESIZE OF THE OPEN AREA through. . .
Disclosure informing others of yourbeliefs, feelings, and experiences thatmay influence the work relationship.
Feedback from others about your
behavior. Disclosure and feedback
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Internal AttributionBehavior is attributed
tointernal factors
ExternalAttribution
Behavior is attributedto
Frequently(low
distinctiveness)
DistinctivenessHow often does
theperson act this
way in
other settings?
Seldom(high
distinctiveness)
Frequently(high consistency)
ConsistencyHow often did the
person act thisway in
the past?
Seldom(low consistency)
Frequently(low consensus)
ConsensusHow often do
otherperson act this
way in
similar situation?
Seldom(high consensus)
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Supervisor formsexpectations
about employee
Supervisorsbehavior affects
employeesabilities and self-
confidence
Employeesbehaviorbecomes
consistent withthe supervisors
expectations
Supervisorsexpectationsaffect his/her
behavior towardthe employee
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