Perception and Attribution

1. Perception and Attribution MGMT 3140 Prof. T. A. Sgritta

2. Perception and Attribution • The perception process • Impacts on perception • Perception management • Attribution theory

3. Perception • The process by which individuals select, organize, and interpret the input from their senses to give meaning and order to the world around them.

4. Components of Perception Perceiver Situation/Setting Target/Perceived

5. Perception and the Big Five Personality Variables • Research Insight page 104

6. The Accuracy of Perceptions • Not always accurate • Perceptions are critical for managerial functions • Motivating subordinates • Treating subordinates fairly and equitably • Making ethical decisions • Accuracy can be improved by understanding • what perceptions are • how they are formed • what influences them

7. Factors That Influence Perception

8. Schemas • Definition: Abstract knowledge structures that are stored in memory and make possible the organization and interpretation of information about targets of perception. • Schemas are the product of past experiences and knowledge gathered from a variety of sources. • Schemas determine: • What information is attended to and what information is ignored • How information is interpreted • Once schemas are formed, they are resistant to change.

9. Schema vs. Reality • Automobiles • Newspaper articles

10. The Functionality of Schemas • Functional • Schemas help us make sense of a confusing array of sensory input, choose what information to pay attention to and what to ignore, and guide perceptions of ambiguous information • Dysfunctional • Schemas can result in inaccurate perceptions

11. Stereotypes (Prototypes) • Set of overly simplified and often inaccurate beliefs about the typical characteristics of a particular group • Dysfunctional schemas • Based on inaccurate information • Assigned based on a single distinguishing characteristic

12. Biases and Problems in Perception Primacy Effects The initial pieces of information that a perceiver has about a target have an inordinately large effect on the perceiver’s perception and evaluation of the target. Interviewers decide in the first few minutes of an interview whether or not a job candidate is a good prospect. Contrast Effect The perceiver’s perceptions of others influence the perceiver’s perception of a target. A manager’s perception of an average subordinate is likely to be lower if that subordinate is in a group with very high performers rather than in a group with very low performers. Halo Effect The perceiver’s general impression of a target influences his or her perception of the target on specific dimensions. A subordinate who has made a good overall impression on a supervisor is rated as performing high-quality work and always meeting deadlines regardless of work that is full of mistakes and late.

13. Biases and Problems in Perception Similar-to- me Effect People perceive others who are similar to themselves more positively than they perceive those who are dissimilar. Supervisors rate subordinates who are similar to them more positively than they deserve. Harshness, Leniency, and Average Tendency Some perceivers tend to be overly harsh in their perceptions, some overly lenient. Others view most targets as being about average. When rating subordinates’ performances, some supervisors give almost everyone a poor rating, some give almost everyone a good rating, and others rate almost everyone as being about average. Knowledge of Predictor Knowing how a target stands on a predictor of performance influences perceptions of the target. A professor perceives a student more positively than she deserves because the professor knows the student had a high score on the SAT.

14. Other Perception Problems

15. Behavioral Matching The target of perception matches his or her behavior to that of the perceiver. A subordinate tries to imitate her boss’s behavior by being modest and soft-spoken because her boss is modest and soft-spoken. Self- Promotion The target tries to present herself or himself in as positive a light as possible. A worker reminds his boss about his past accomplishments and associates with co- workers who are evaluated highly. Impression Management Tactics Conforming to Situational Norms The target follows agreed-upon rules for behavior in the organization. A worker stays late every night even if she has completed all of her assignments because staying late is one of the norms of her organization. Appreciating or Flattering Others The target compliments the per- ceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver. A coworker compliments a manager on his excellent handling of a troublesome employee. Being Consistent The target’s beliefs and behaviors are consistent. There is agreement between the target’s verbal and nonverbal behaviors. A subordinate delivering a message to his boss looks the boss straight in the eye and has a sincere expression on his face.

16. Other Factors That Influence Perception

17. Pygmalion Effect • Self-fulfilling prophecy • How this impacts individuals • How this impacts managers

18. Attribution Theory • Describes how people explain the causes of behavior • Focuses on why people behave the way they do • Attributions can be made about the self or another person • Biases reduce the accuracy of attributions

19. Types of Attributions Insert Figure 4.3 here

20. Attributional Biases • Fundamental attribution error • Actor-observer effect • Self-serving attribution

21. Mentors • Key to success for all people • Who is involved • What does each party receive from the relationship?