An English princess with an Egyptian boyfriend

crashes in a French tunnel, driving a German

car with a Dutch engine, driven by a Belgian
who was drunk on Scottish whisky: followed
closely by Italian Paparazzis in Japanese
motorcycles; treated by an American doctor,
using Brazilian medicines.
And moreover,
This is sent to you by an Indian, using
American (Bill Gates's) technology, and you're
probably reading this on your computer, that
use Taiwanese chips, and a Korean monitor,
assembled by Bangladeshi workers in a
Singapore plant.... . That, my friend, is
"" Globalization ""
 Story:
• A couple bought a donkey from the market. On the
way home ,a boy commented, "Very stupid. Why
neither of them ride on the donkey?”
Upon hearing that, the husband let the wife ride on
the donkey. He walked besides them. Later, an old
man saw it and commented, "The husband is the
head of family. How can the wife ride on the
donkey while the husband is on foot?" Hearing this,
the wife quickly got down and let the husband ride
on the donkey.
Further on the way home, they met an old Lady.
She commented, "How can the man ride on the
donkey but let the wife walk. He is no gentleman."
The husband thus quickly asked the wife to join
him on the donkey.
Then, they met a young man. He commented,
"Poor donkey, how can you hold up the weight of
two persons. They are cruel to you." Hearing that,
the husband and wife immediately climbed down
from the donkey and carried it on their shoulders.
It seems to be the only choice left.
Later, on a narrow bridge, the donkey was
frightened and struggled. They lost their balance
and fell into the river.
• Different
people have
different
perception.
Perception
What Is Perception?

A process by which
individuals organize
and interpret their
sensory 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.
 Factors Influencing
Perception
• The Perceiver
• The Target
• The Situation
 Factors Influencing
Perception
Factors
Factorsin inthe
the
Perceiver
Perceiver
••Attitudes
Attitudes
••Motives
Motives
••Interests
Interests
••Experience
Experience
••Expectations
Expectations
Factors
Factorsin
inthe
thesituation
situation
••Work
Worksetting
setting
••Social
Socialsetting
setting
Perception
Perception
••Time
Time

Factors
Factorsininthe
thetarget
target
••Novelty
Novelty
••Motion
Motion
••Sounds
Sounds
••Size
Size
••Background
Background
••Proximity
Proximity
 Perceptual Process

External Perceptual
Observation
stimuli selection

Perceptual
Response Interpretation
Organization
1. Environmental
Stimuli
2. Observation

• Taste
• Smell
• Hearing
• Sight
• Touch
3. Perceptual Selection
• External Factors
• Internal Factors
External Factors
• Nature
• Colour
• Size
• Contrast
• Movement
Internal Factors
• Learning
• Motivation
• Interests
4. Perceptual
Organization
• Perceptual Organization is the
process by which people group stimuli
into recognizable patterns.
• Perceptual Organization emphasizes
on the subsequent activities that take
place in the perceptual process after a
stimulus is received.
Perceptual Organization
• Figure ground
• Perceptual Groupings
1. Proximity
2. Similarity
3. Closure
4. Continuity
Figure – Ground
Proximity
Similarity
Good continuation

what most people not this

would see
Closure
5. Interpretation
• After data has been received &
organized the perceiver interprets
or assign meaning to the
information.
Factors Affecting Judgment
/Interpretation
• Attribution Theory
• Perceptual Errors
 Attribution
• Attribution – the process by which
causes or motives are assigned to
explain people’s behaviours
Internal Attribution
(Dispositional attributions)

• Dispositional attributions suggest that

some personality or intellectual
characteristic unique to the person is
responsible for the behaviour.
• Intelligence, greed, friendliness, or
laziness.
External Attribution
(Situational attributions)
• Situational attributions suggest that
the external situation or environment
in which the target person exists was
responsible for the behaviour.
• Bad weather, good luck, proper tools,
or poor advice.
Attribution Theory

• When individuals observe behaviour,

they attempt to determine whether it is
internally or externally caused.
– Distinctiveness
• Does individual act differently in different
situations?
– Consensus
• Does individual act the same as others in same
situation?
– Consistency
• Does the individual act the same way over time?
Attribution Theory
 Attribution in
Action
• Smith is absent a lot, his co-workers are
seldom absent, and he was absent a lot
in his previous job.
• Kelley is absent a lot, her co-workers are
also absent a lot, but she was almost
never absent in her previous job.
• Jones is seldom absent, his co-workers
are seldom absent, and he was seldom
absent in his previous job.
 Consistency Consensus Distinctiveness Likely Attribution

Smith High Low Low Disposition

Kelly Low High High Situation

Jones High High Low Temporary

Situation
Biases in Attribution
• Although observers often operate in
a rational, logical manner in forming
attributions about behaviour, this
does not mean that such attributions
are always correct.
• Attribution biases include:
– Fundamental attribution error
– Actor-observer effect
– Self-serving bias
Fundamental Attribution
Error
• The tendency to overemphasize
dispositional explanations for
behaviour at the expense of
situational explanations.
 Employee applies
for promotion

Employee receives Employee is

Promotion denied promotion

Employee attributesCoworker attribute

Employee attributesCoworker attributes Failure to Failure to
Success to success to situational personal
Personal situational characteristics- Characteristics-
characteristics- factor- Interviewer’s Employees
Employees effort Boss attitude personality
 Actor-Observer Effect
• The propensity for actors and
observers to view the causes of the
actor’s behaviour differently.
• Actors are prone to attribute much
of their own behaviour to situational
factors while observers are more
likely to invoke dispositional causes.
 Self-Serving Bias
• The tendency to take credit for
successful outcomes and to deny
responsibility for failures.
• People will explain the same
behaviour differently on the basis of
events that happened after the
behaviour occurred.
Perceptu
al Errors
 Perceptual Errors
• Selective Perception
– People selectively interpret what they see
based on their interests, background,
experience, and attitudes
• Contrast Effects
– A person’s evaluation is affected by
comparisons with other individuals recently
encountered
• 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.
• Halo Effect
– Drawing a general impression about an
individual based on a single
characteristic.

• Rusty halo effect

-Judgements made about a person
are formed from the perception of
negative characteristics
 Primacy and Recency
Effects
• The reliance on early cues or first
impressions is known as the primacy
effect.
Primacy often has a lasting impact.

• The tendency for a perceiver to rely

on recent cues or last impressions is
known as the recency effect.
RATER ERRORS
• Leniency – The tendency to perceive the job
performance of ratees as especially good.

• Harshness – The tendency to perceive the

job performance of ratees as especially
ineffective.

• Central tendency – The tendency to assign

most ratees to middle-range job performance
categories.
LENIENCY, HARSHNESS,
AND CENTRAL TENDENCY
6. Response

• Covert (Attitudes , Feelings)

• Overt (Behaviour)
Perceptio
n
Applicatio
ns
Perception Applications

• Employment Interviews
• Performance Expectations
• Ethnic Profiling
• Performance evaluations
Perception in the selection
interview
• Interviewers compare applicants with a
stereotype of the ideal applicant.

• Interviewers have a tendency to exhibit

primacy reactions.
– Early information about the applicant has
an undue impact on the final decision.
– It can also have an exaggerated influence
on the interview outcome.
• Interviewers have a tendency to
underweight positive information
about the applicant.

• Contrast effects occur when

previously interviewed job
applicants affect an interviewer’s
perception of a current applicant,
leading to an exaggeration of
differences between applicants.
Performance Expectations
• Self Fulfiling Prophecy
1. Pygmalion Effect
2. Golem Effect
Ethnic Profiling
• A form of Stereotyping inn which
a group of individuals is singled
out typically on the basis of race
or ethnicity for intensive
inquiry ,scrutinizing or
investigation.
 PERCEPTION AND
PERFORMANCE
APPRAISAL
• In most of the organizations it at times
becomes difficult to find objective
measures or quantifiable evidence to
use to measure performance.
• Therefore, organizations rely on
subjective measures of effectiveness
provided by managers.
Thank You