Organizational Behaviour Chapter 2 With Detailed Questions

Chapter 2
Perception,
Personality, and
Emotion
Chapter 2, Stephen P. Robbins and Nancy Langton, Fundamentals of Organizational Behaviour, Second Canadian Edition.
Copyright 2004 Pearson Education Canada Inc.
Perception and Personality,

and
Emotions
Questions for Consideration
Questions for Consideration
What is perception?
What causes people to have different
perceptions of the same situation?
Can people be mistaken in their perceptions?
Does perception really affect outcome?
What is personality and how does it affect
behaviour?
Can emotions help or get in the way when
dealing with others?
Perception
What is Perception?
The process by which individuals organize and
interpret their sensory impressions in order to give
meaning to their environment.
Why Is it Important?
Because peoples 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.
Why We Study Perceptions

We study this topic to better understand
how people make attributions about
events.
We dont see reality. We interpret
what we see and call it reality.
The attribution process guides our
behaviour, regardless of the truth of the
attribution
Factors Influencing
Perception
The Perceiver
The Target
The Situation
Exhibit 2-1 Factors that

Influence Perception
The Situation
Time
The Perceiver
Work setting
Social setting
Attitudes
Motives
Perception
Interests
Experience
Expectations
The Target
Novelty
Motion
Sounds
Size
Background
Proximity
Perceptual Errors
Attribution Theory
Selective Perception
Halo Effect
Contrast Effects
Projection
Stereotyping
Attribution Theory
When individuals observe behaviour, they
attempt to determine whether it is internally
or externally caused.
Distinctiveness
Does individual act the same way in other
situations?
Consensus
Does individual act the same as others in same
situation?
Consistency
Does the individual act the same way over
time?
Attribution Theory
Fundamental Attribution Error
The tendency to underestimate the influence of
external factors and overestimate the influence of
internal factors when making judgments about the
behaviour of others.
Self-Serving Bias
The tendency for individuals to attribute their own
successes to internal factors while putting the
blame for failures on external factors.
Exhibit 2-2 Attribution

Theory
Observation
Interpretation
Distinctiveness
(How often does the
person do this in
other settings?)
Individual
behaviour
Consensus
(How often do other
people do this in
similar situations?)
Consistency
(How often did the
person do this in
the past?)
High
(Seldom)
Attribution
of cause
Low
(Frequently)
High
(Frequently)
Low
(Seldom)
High
(Frequently)
Low
(Seldom)
External
Internal
External
Internal
Internal
External
Additional 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 persons evaluation is affected by comparisons
with other individuals recently encountered
Additional Perceptual Errors

Projection
Attributing ones own characteristics to
other people
Stereotyping
Judging someone on the basis of your
perception of the group to which that
person belongs
Personality
The sum total of ways in which an individual reacts
and interacts with others.
Personality Determinants
Heredity
Environment
Situation
Personality Traits
Enduring characteristics that describe an
individuals behaviour
The Big Five Model
Exhibit 2-3 Sixteen Primary

Personality Traits
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
Reserved
Less intelligent
Affected by feelings
Submissive
Serious
Expedient
Timid
Tough-minded
Trusting
Practical
Forthright
Self-assured
Conservative
Group-dependent
Uncontrolled
Relaxed
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
vs.
Outgoing
More intelligent
Emotionally stable
Dominant
Happy-go-lucky
Conscientious
Venturesome
Sensitive
Suspicious
Imaginative
Shrewd
Apprehensive
Experimenting
Self-sufficient
Controlled
Tense
The Big Five Model

Classifications
Extroversion
Agreeableness
Conscientiousness
Emotional Stability
Openness to Experience
Exhibit 2-5 Big Five Personality

Factors and Performance
Big Five Personality
Factor
Relationship to Job
Performance
Relationship to Team
Performance
Extroversion
* Positively related to job

performance in occupations
requiring social interaction
* Positively related to training
proficiency for all occupations
* Positively related to team

performance
* Positively related to degree of
participation within team
Agreeableness

performance in service jobs
* Most studies found no link

between agreeableness and
performance or productivity in
teams
* Some found a negative link
between persons likeability and
team performance
Conscientiousness

performance for all occupational
groups
* May be better than ability in
predicting job performance
Exhibit 2-5 Big Five Personality

Factors and Performance
Big Five Personality
Factor
Relationship to Job
Performance
Emotional Stability
* A minimal threshold amount may

be necessary for adequate
performance; greater degrees not
related to job performance
* Positively related to performance
in service jobs
* May be better than ability in
predicting job performance across
all occupational groups
Openness to Experience
*Positively related to training

proficiency
Relationship to Team
Performance
*Data unavailable
Major Personality Attributes

Influencing OB
Locus of Control
Machiavellianism
Self-Esteem
Self-Monitoring
Risk Taking
Type A and Type B Personalities
Locus of Control
The degree to which people believe they
are in control of their own fate
Internals
Individuals who believe that they
control what happens to them
Externals
Individuals who believe that what
happens to them is controlled by
outside forces such as luck or chance
Machiavellianism
Degree to which an individual is
pragmatic, maintains emotional
distance, and believes that ends can
justify means
Self-Esteem
Individuals degree of liking or disliking
of themselves
Self-Monitoring
A personality trait that measures an
individuals ability to adjust behaviour
to external situational factors
Risk-Taking
Refers to a persons willingness to take
chances or risks
Type A Personality
Always moving, walking, and eating rapidly.
Feel impatient with the rate at which most events
take place.
Strive to think or do two or more things at once.
Cannot cope with leisure time.
Are obsessed with numbers, measuring their
success in terms of how many or how much of
everything they acquire.
Type B Personality
Never suffer from a sense of time urgency
with its accompanying impatience.
Feel no need to display or discuss either
their achievements or accomplishments
unless such exposure is demanded by the
situation.
Play for fun and relaxation, rather than to
exhibit their superiority at any cost.
Can relax without guilt.
What are Emotions?

Three related terms:
Affect
A broad range of feelings that people
experience.
Emotions
Intense feelings that are directed at someone
or something.
Moods
Feelings that tend to be less intense than
emotions and that lack a contextual stimulus.
Exhibit 2-6 Emotion

Continuum
Happiness
Surprise
Fear
Sadness
Anger
Disgust
Choosing Emotions:
Emotional Labour
When an employee expresses
organizationally desired emotions
during interpersonal interactions.
Employees can experience a conflict
between what they feel, and whats
expected of them.
Emotional Intelligence
Noncognitive skills, capabilities, and
competencies that influence a person's ability
to succeed in coping with environmental
demands and pressures
Five dimensions
Self-awareness
Self-management
Self-motivation
Empathy
Social skills
Negative Workplace
Emotions
Negative emotions can lead to a number
of deviant workplace behaviours. They
fall in categories such as:
Production (leaving early, intentionally
working slowly)
Property (stealing, sabotage)
Political (gossiping, blaming co-workers)
Personal aggression (sexual harassment,
verbal abuse)
Summary and Implications

Perception
Individuals behave based not on the way their
external environment actually is but, rather, on
what they see or believe it to be
Evidence suggests that what individuals perceive
from their work situation will influence their
productivity more than will the situation itself
Absenteeism, turnover, and job satisfaction are
also reactions to the individuals perceptions
Summary and Implications

Personality
Personality helps us predict behaviour
Personality can help match people to jobs, to some
extent at least
Emotions
Can hinder performance, especially negative
emotions
Can also enhance performance
OB at Work
For Review
1. Define perception.
2. What is attribution theory? What are its implications
for explaining organizational behaviour?
3. How are our perceptions of our own actions different
from our perceptions of the actions of others?
4. What is stereotyping? Give an example of how
stereotyping can create perceptual distortion.
5. Give some positive results of using shortcuts when
judging others.
For Review
6. What behavioural predictions might you make if you
knew that an employee had (a) an external locus of
control? (b) a low-Mach score? (c) low self-esteem?
(d) a Type A personality?
7. What are the personality dimensions of the Big Five
Model?
8. What is emotional labour and why is it important to
understanding OB?
9. What is emotional intelligence and why is it
important?
For Critical Thinking

1. How might the differences in experience of students and
instructors affect their perceptions of students written work
and class comments?
2. An employee does an unsatisfactory job on an assigned project.
Explain the attribution process that this persons manager will
use to form judgments about this employees job performance.
3. One day your boss comes in and hes nervous, edgy, and
argumentative. The next day he is calm and relaxed. Does this
behaviour suggest that personality traits are not consistent from
day to day?
4. What, if anything, can managers do to manage emotions?
5. Give some examples of situations where expressing emotions
openly might improve job performance.
Breakout Group Exercises

Form small groups to discuss the following
topics.
1. Think back to your perception of this course and your
instructor on the first day of class. What factors may have
affected your perceptions of what the rest of the term
would be like?
2. Describe a situation where your perception turned out to
be wrong. What perceptual errors did you make that
might have caused this to happen?
3. Compare your scores on the Learning About Yourself
Exercises at the end of the chapter. What conclusions
could you draw about your group based on these scores?
Supplemental Material
Slides for activities I do in my own
classroom
Personality Inventory
In groups:
Quickly determine the means for each of the
personality items
Develop a summary statement of your group
based on the means for each of the items
What are the implications for the workplace of
scoring either high or low on these dimensions?
(Your group will be asked to examine one of the
dimensions)
Perception Exercise
In the new OB project team, two members obviously have different
perceptions on just about everything the team does. Kevin sees the project
one way; Kim sees it differently. They have different perceptions about
team goals, methods, values and the roles team members should play. Kevin
gives the impression he wants to be in charge and he argues aggressively
to get his way. Kim, who is more reserved, offers thoughtful ideas in rebuttal,
and usually consults with the other group members for their views and
support. Privately, Kevin bad-mouths Kim to anyone who will listen. He says
that he has been on successful teams many times and knows the best ways
to operate the team. He says that Kim is a control freak and the only
one on the team holding up progress. Kim, on the other hand, only conveys
her feelings about Kevin when team members are present, but she has
repeatedly said out loud, There are more ways of getting this team started
than just yours! Too bad you have a closed mind! For the most part, the
other team members perceive Kim and Kevin to have a personality
conflict, and they are avoiding getting involved. The team is ineffective so
far, and theres pressure to get the team on track because of the impending
class assignment deadline.
In Groups
Agree on answers to the following questions, then report back on your

groups conclusions. Time: 30 minutes.
What main factors may account for the different perceptions held
by Kevin and Kim?
In each perceiver?
In the targets?
In the current situation?
What are some short cuts each may be taking in judging the
other? Are these judgements correct?
To what extent might the current situation be affecting the different
perceptions?
To what extent might each persons apparent personality be the
cause for the current conflict? Define their respective personalities.
If behaviour such as this happens often, how can perceptions be
changed to that people in conflict like Kevin and Kim can reach
consensus? List some ideas.
Source: Larry Anderson, Faculty of Commerce, UBC

Organizational Behaviour Chapter 2 With Detailed Questions

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Chapter 2

Perception and Personality,

Why We Study Perceptions

Exhibit 2-1 Factors that

Exhibit 2-2 Attribution

Additional Perceptual Errors

Additional Perceptual Errors

Exhibit 2-3 Sixteen Primary

The Big Five Model

Exhibit 2-5 Big Five Personality

* Positively related to job

* Positively related to team

* Positively related to job

* Most studies found no link

* Positively related to job

Exhibit 2-5 Big Five Personality

* A minimal threshold amount may

*Positively related to training

Major Personality Attributes

What are Emotions?

Exhibit 2-6 Emotion

Summary and Implications

Summary and Implications

For Critical Thinking

Breakout Group Exercises

Agree on answers to the following questions, then report back on your

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