BUS 272 Class 2 Perception Personality Emotions

BUS 272 – E100 Week 2 – Perception, Personality, and Emotions & Values, Attitudes, and Diversity Melissa McCrae, EdD Perception What is perception? The process by which individuals organize and interpret their impressions to give meaning to their environment Why is it important? Because...

BUS 272 – E100 Week 2 – Perception, Personality, and Emotions & Values, Attitudes, and Diversity Melissa McCrae, EdD Perception What is perception? The process by which individuals organize and interpret their impressions to give meaning to their environment Why is it important? Because behaviour is based on perception of what reality is, not on reality itself The world as it is perceived is the world that is behaviourally important Factors that Influence Perception Perceptual Errors Attribution Theory Selective Perception Halo Effect Contrast Effects Stereotyping Attribution theory How we decide if others’ actions are internally or externally caused. (eg late) Depends on Distinctiveness (that person across situations) Consensus (other people in same situation) Consistency (that person over time) Attribution Theory Fundamental Attribution Error Me Others Self-Serving Fundamental Bias Attribution Error Fundamental Attribution Error Perceptual Errors: Selective Perception People’s selective interpretation of what they see based on their interests, background, experience, and attitudes Perceptual Errors: Halo Effect Drawing a general impression of an individual on the basis of a single characteristic Perceptual Errors: Contrast Effect The concept that our reaction to one person is often influenced by other people we have recently encountered Perceptual Errors: Stereotyping Judging someone on the basis of one’s perception of the group to which that person belongs Why do perception and judgement matter? Employment interviews Performance expectations Performance evaluations Challenging developmental experiences Self-fulfilling Prophecy (a concept that proposes people will behave in ways consistent with how they are perceived by others) Personality Personality is the sum total of ways in which an individual reacts to and interacts with others The stable patterns of behaviour and consistent internal states that determine how an individual reacts and interacts with others Personality Determinants: Heredity Environmental factors Situational conditions Personality Traits Personality traits are enduring characteristics that describe an individual’s behaviour The Myers-Briggs Type Indicator (M B T I) is a personality test that taps 4 characteristics and classifies people into 1 of 16 personality types (determines how people usually act or feel in particular situations) The Big Five Personality Model personality-assessment model that taps 5 basic dimensions: Extraversion, Agreeableness, Conscientiousness, Emotional stability, Openness to experience Myers-Briggs Extroverted (E) or Introverted (I) Sensing (S) or iNtuitive (N) Thinking (T) or Feeling (F) Perceiving (P) or Judging (J) Combined to form types: INTJ The Big Five Extraversion Agreeableness Conscientiousness Emotional Stability Openness to Experience Photos: andyburnfield The Dark Triad The Dark Triad is a group of negative personality traits consisting of: Machiavellianism Narcissism Psychopathy Machiavellianism Machiavellianism is the degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify mean. High Machs versus Low Machs”: manipulate more win more are persuaded less persuade others more Narcissism Narcissism is the tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement. Narcissists tend to think that they are better leaders than their colleagues; but their supervisors tend to rate them as worse Personality Psychopathy is the tendency for a lack of concern for others and a lack of guilt or remorse when one’s actions cause harm. Related to the use of hard influence tactics (threats, manipulation) and bullying work behaviour (physical or verbal threatening). They may be cunning, which helps them gain power in an organization, but they do not use that power toward healthy ends for themselves or their organization Personality Other Personality Attributes That Influence O B Core Self-Evaluation Self-Monitoring Proactive Personality Core Self-Evaluation Core Self-Evaluation is bottom-line conclusions individuals have about their capabilities, competence, and worth as a person. People differ in the degree to which they: Like or dislike themselves and see themselves as effective, capable, and in control People with positive core self-evaluations perform better because they: Set more ambitious goals and are more committed to their goals and persist longer Self-Monitoring Self-Monitoring is a personality trait that measures an individual’s ability to adjust behaviour to external, situational factors. High self-monitors tend to: Pay closer attention to the behaviour of others Be more capable of conforming Be more mobile in their careers Receive more promotions Be more likely to occupy central positions in an organization Video Proactive personality Proactive personality is a person who identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs. People with a proactive personality will have: Higher levels of job performance Career success Actions may be positive or negative depending on the organization and situation Emotions Affect is a broad range of feelings that people experience. Generic term that covers a broad range of feelings people experience, including emotions and moods Emotions are intense feelings that are directed at someone or something Moods are feelings that tend to be less intense than emotions and that lack a contextual stimulus Emotions Emotional Labour When an employee expresses organizationally desired emotions during interpersonal interactions Employees can experience a conflict between Felt emotions Displayed emotions Emotional Intelligence Emotional Intelligence (E I) is the ability to detect and to manage emotional cues and information, refers to an individual’s ability to: Perceive emotions in self and others Understand the meaning of these emotions Regulate one’s emotions accordingly in a cascading model Emotional Intelligence Why should we care about Emotions? Negative emotions can lead to negative workplace behaviours called employee deviance: Production (leaving early, intentionally working slowly) Property (stealing, sabotage) Political (gossiping, blaming co-workers) Personal aggression (sexual harassment, verbal abuse) Emotion Regulation To identify and modify the emotions you feel Emotion management ability is a strong predictor of task performance and organizational citizenship behaviours Common strategies employed to change emotions include: Surface acting Deep acting Acknowledging rather than suppressing emotional responses Venting Global Differences Perception: Studies suggest that perceptual differences in culture affect what we focus on and what we remember Attribution: Most studies suggest that there are differences across cultures in the attributions people make Personality: The five personality factors identified in the Big Five model appear in almost all cross-cultural studies Emotions: Studies suggest some cultures value and experience certain emotions more than others. Intensity also varies to some degree Values Values are basic convictions that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence Concepts or beliefs that guide how we make decisions about and evaluations of behaviours and events Value system is a hierarchy based on a ranking of an individual’s values in terms of their intensity Rokeach Value Survey Types of values Terminal values are goals that individuals would like to achieve during their lifetime Instrumental values are preferable ways of behaving Importance of values Values generally influence attitudes and behaviour Three Cultural values surveys Hofstede GLOBE World Values Survey Hofstede’s Cultural Values Survey Values differ across cultures Earliest and most popular study Study of 116,000 IBM employees in 40 countries Conducted 1967- 1973  Power Individualism Masculinity Uncertainty Long- and short- Distance vs Collectivism vs Avoidance term orientation Femininity Recently, Hofstede has added a sixth dimension: Indulgence versus restraint  GLOBE dimensions Performance Institutional Orientation Collectivism Uncertainty In-Group Avoidance Collectivism Future Human Orientation Orientation Masculinity / Femininity Gender Power Distance Egalitarianism Assertiveness Photo credit; Patrick Q see http://www.grovewell.com/pub-GLOBE-intro.html  DON’T OVERSIMPLIFY CULTURAL VALUES! Generation Subculture Theory Distinct values, beliefs, expectations, and behaviours that remain relatively stable throughout a generation’s lifetime Shaped as a result of significant macro-level social, political, and economic events that occurred during impressionable (pre- adult) years Baby Boomers (born mid-1940s to mid-1960s) Achievement and material success are very important Sense of accomplishment and social recognition rank high with them Pragmatists who believe ends can justify the means Generation X (born mid-1960s to late 1970s) Value flexibility, life options and achievement of job satisfaction Family and relationships are very important Less willing to make personal sacrifices for the sake of their employer than Boomers Millennials (born between 1979 and 1994) High expectations; seek meaning in their work Tend to be questioning, electronically networked and entrepreneurial Socially responsible Attitudes Positive or negative feelings concerning objects, people, or events, reflect how we feel about something, can affect job behaviour Components of an attitude: Cognitive component is the opinion or belief segment Affective component is the emotional or feeling segment Behavioural component is an intention to behave in a certain way toward someone or something Important Attitudes Job Satisfaction Organizational Commitment Job Involvement Perceived Organizational Support Employee Engagement Job Satisfaction Job satisfaction is a positive feeling about a job resulting from an evaluation of its characteristics A strong correspondence between how well people enjoy the social context of their workplace and how satisfied they are overall Interdependence Feedback Social support Interaction with co-workers outside the workplace Sources: Work itself, pay advancement opportunities, supervision, co-workers, enjoying the work itself Job Satisfaction Job Satisfaction Affects… Individual productivity & Organizational productivity: Happy workers are more likely to be productive workers Generalizable across international contexts Organizational results also show that organizations with more satisfied employees tend to be more effective Organizational citizenship behaviour (OCB): behaviours that are not part of an employee’s formal job requirements Link due to: Fairness perceptions & Good mood Customer satisfaction: less turnover, friendly Life satisfaction What do people Exit Voice do when dissatisfied? Loyalty Neglect Counterproductive Work Behaviour (CWB) Actions that actively damage the organization, including stealing, behaving aggressively toward co-workers, or being late or absent Generally, job dissatisfaction predicts C W B One important point about C W B is that dissatisfied employees often choose one or more of these specific behaviours due to idiosyncratic factors Organizational Commitment Degree to which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization Affective commitment is an individual’s emotional attachment to and identification with an organization, and a belief in its values Normative commitment is the obligation an individual feels to stay with an organization Continuance commitment is an individual’s calculation to stay with an organization based on the perceived costs of leaving the organization  Job involvement is the degree to which a person identifies with a job, actively participates in it, and considers performance important to self-worth Psychological empowerment is employees’ belief in the degree to which they affect their work environment, their competence, the meaningfulness of their job, and their perceived autonomy Perceived organizational support Degree to which employees believe an organization values their contributions and cares about their well-being. Employees perceive their organization as supportive when: rewards are deemed fair employees have voice in decisions employees view their supervisors as supportive Employee engagement Involvement with, satisfaction with, and enthusiasm for the work individuals do Highly engaged employees have a passion for their work and feel a deep connection to the company Higher customer satisfaction More productive employees Higher profits Lower levels of turnover and accidents The Business Case for Diversity Diversity is not enough Business case demotivating for those with diverse identities Societal imperative + moral objective + business case Diversity without inclusion will have the opposite impact Diversity as a measure without the consideration of level, power, impact, inclusion is flawed Next Week Chapter 4 & 5 – Motivation Tutorials – this week’s material 61