Ch. 2 Perception, Personality, and Emotions
Perception
Emotions
LO1: Define perception, and explain the factors that influence it
What Are Emotions and Moods?
The perceiver: interpretation of target is influence by personal characteristics
The target: target's characteristics affect our perception
The situation: situational factors influence attention
Perceptual Errors
Attribution Theory: atypical behaviour internally or externally caused
LO2: Explain attribution theory, and list the 3 determinants of attribution
Consensus: everyone in similar situation responds the same
Consistency: whether individual acts the same way over time
How Attributions Get Distorted
Selective Perception: selective interpretation of what is seen
Distinctiveness: person acts similarly in variety of situations
Halo Effect: impression of individual based on single characteristic
Contrast Effect: reaction of one person influenced by meeting other people
Stereotyping
Why Do Perception and Judgement Matter?
Employment Interviews
Performance Expectations
Performance Evaluations
Personality
LO3: Describe personality, the way it is measured, and the factors that shape it
Measuring Personality
Personality Determinants
Personality Traits: characteristics that describe a persons behaviour
The Myers-Briggs Type Indicator (MBTI): personality test that classifies people into 1-of 16 personalities
LO4: Describe the MBTI personality framework and its strengths and weaknesses
The Big 5 Personality Model: model that has five basic dimensions
LO5: Identify the key traits in the big 5 personality model
LO6: Demonstrate how the big 5 personality traits predict behaviour at work
Conscientiousness: measure of reliability
Emotional Stability: ability to withstand stress
Extraversion: comfort level with relationships
Openness to Experience: range of interests and fascination with new experiences
Agreeableness: tendency to put others off
The Dark Triad: group of negative traits
Machiavellianism: degree of being pragmatic, emotional distance, ends justify means
Narcissism: usually arrogant
Psychopathy: lack of concern and guilt
Other Traits
Other Personality Attributes That Influence OB
Core Self Evaluation (CSE): conclusions people have about themselves
Self-Monitoring: measures ability to adjust behaviour to external factors
Proactive Personality: take initiative to improve current situation or create new ones
Situation Strength Theory: the way behaviour depends on strength of situation
LO7: Differentiate between emotions and moods
Moral Emotions: emotions with moral implications
Choosing Emotions: Emotional Labour
LO8: Show the impact of emotional labour on employees
Why Should We Care About Emotions in the Workplace?
Emotional Intelligence (EI): ability to detect emotional cues
Negative Workplace Emotions
Emotion Regulation
LO10: Identify Strategies for emotion regulation and their likely effects
LO9: Contrast the evidence for and against the existence of EI
Emotion Regulation Techniques
Perception
Attributions
Personality
Emotions
perception: interpret impressions to give meaning to environment
perceptions are quickly formed but many have little supporting evidence
internal: controllable behaviour
external: uncontrollable behaviour
fundamental attribution error: underestimate external factors and overestimate internal factors
self-serving bias:: individual attributes success to internal factors bad blames failure on external factors
heuristics: judgement shortcuts in decision making
people who misperceive how well they've done a task tend to prepare less and underperform
interviewers dont change their initial perceptions after first 4-5 minutes of interview
self-fulfilling prophecy: person behaves how they are perceived
perception determines employees future in org.
personality: ways someone reacts/interacts with others
use observer and self-report ratings when making employment decisions
predetermined and result of environment
heredity: factors that were determined at birth
the more consistent the characteristic and more frequently it occurs in diverse situations, the more important it is in describing the person
strengths
weaknesses
-forces into one type or another
unrelated to job performance
most familiar tool
self rated
can increase self awarness
high score = responsible, organized, persistent etc.
low score: distracted, unorganized, unreliable
largest predictor of counterproductive work behaviour
almost no relationship with job effectiveness or OCB
care less about sustainability issues
this trait can help gain power in org. but power wont be used for good of themselves or org.
antisocial
borderline: low self esteem and high uncertainty
schizotypal: eccentric and disorganized
obsessive-compulsive
high CSE thrive in orgs. with high CSR
high self monitoring managers more likely to receive promotions and occupy central positions in org.
proactive people abandion job searches sooner
proactive people build trust
includes 4 elements
clarity
consistency
constraints
consequences
not always desirable to create strong situations
must find appropriate balance of situation strength
employees bring their emotions to work everyday
emotions: intense feelings directed at someone or something
moods: less intense feelings than emotions and are not result of even
affect: range of feelings
responses to moral moral emotions are different from responses to other emotions
emotional labour: expressing emotions during interactions
felt emotions: our actual emotions
displayed emotions: what emotions org. requires employee to show and appropriate behaviour
surface acting: hiding inner feelings to display whats expected
surface acting
decreases job satisfaction
leads to emotional exhaustion
work family conflict
insomnia
higher chance of burnout
can improve well-being
deep acting: modifying inner feelings to match whats expected
increases stress
deep acting
improve job satisfaction and performance
less emotional exhaustion
mindfulness: evaluating emotional situation in the moment
affective events theory (AET): employees react emotionally at work which influences job performance and satisfaction
minor correlation between EI and job performance
modest correlation between EI and job effectiveness
dont know for certain what EI can predict
uncertain about reliability of EI testing
can lead to serious forms of counterproductive work behaviour
managers need to stay connected to employees to gauge emotions and emotional intensity levels
some can do this naturally
surface acting
deep acting
emotional suppression: supressing initial emotional responses to situations
cognitive reappraisal: reframing outlook on emotional situation
can help in strongly negative event
can take toll on mental and emotional ability, and health and relationships
allows people to change their emotions
social sharing: venting
can reduce anger
if listener doesnt respond, venter feels worse
different cultures perceive things differently
different cultures make different attributions
the way we experience emotion not always the same way we show it