Documentos de Académico
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Documentos de Cultura
Perception and
Attribution
6-1
Copyright 2015 Pearson Education Ltd.
Learning Objectives
After studying this chapter, you should be
able to:
Define perception and explain the factors
that influence it.
Explain attribution theory, and list the three
determinants of attribution.
Identify the shortcuts individuals use in
making judgments about others.
Contrast the three ethical decision criteria.
6-2
Copyright 2015 Pearson Education Ltd.
LO 1
Perception
A process by which individuals organize and
interpret their sensory impressions in order to
give meaning to their environment.
Peoples
Peoplesbehavior
behavior isis based
based on
on their
their perception
perception of
of
what
what reality
reality is,
is, not
not on
on reality
reality itself.
itself.
The
The world
world as
as itit isis perceived
perceived isis the
the world
world that
that isis
behaviorally
behaviorally important.
important.
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LO 1
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LO 1
Perception
6-5
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LO 2
LO 2
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LO 2
Distinctiveness
Refers to whether an individual displays
different behaviors in different situations.
What we want to know is whether the
observed behavior is unusual.
If it is, the observer is likely to give the behavior an
external attribution.
If this action is not unusual, it will probably be judged as
internal.
6-8
LO 2
Consensus
Occurs if everyone who is faced with a
similar situation responds in the same way.
If consensus is high, you would be expected
to give an external attribution to the
employees tardiness,
whereas if other employees who took the
same route made it to work on time, your
conclusion as to causation would be internal.
6-9
LO 2
Consistency
in a persons actions.
Does the person respond the same way over
time?
The more consistent the behavior, the more
the observer is inclined to attribute it to
internal causes.
6-10
LO 2
Attribution Theory
6-11
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LO 2
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LO 2
Self-Serving Bias
The tendency for individuals to attribute their
own successes to internal factors while putting
the blame for failures on external factors.
Thought: When student gets an A on an exam, they often say
they studied hard. But when they dont do well, how does the self
serving bias come into play?
LO 3
Selective Perception
People selectively interpret what they see on the
basis of their interests, background, experience,
and attitudes.
Any characteristic that makes a person, object, or event
stand out will increase the probability that it will be
perceived.
Since we cant observe everything going on around us,
we engage in selective perception.
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Inc.
LO 3
Contrast Effects
Evaluation of a persons characteristics
that are affected by comparisons with
other people recently encountered who
rank higher or lower on the same
characteristics
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LO 3
Stereotyping
Judging someone on the basis of ones
perception of the group to which that person
belongs.
This is a means of simplifying a complex world, and it permits us
to maintain consistency.
We have to monitor ourselves to make sure were not unfairly
applying a stereotype in our evaluations and decisions.
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The
Shortcuts
Individuals
LO 3
Use in Making Judgments About
Others
Applications of Shortcuts in Organizations
Employment Interview
Evidence indicates that interviewers make
perceptual judgments that are often
inaccurate.
Interviewers
generally
draw
early
impressions that become very quickly
entrenched.
Studies indicate that most interviewers
decisions change very little after the first
four or five minutes of the interview.
Copyright 2015 Pearson Education Ltd.
6-17
The
Shortcuts
Individuals
LO 3
Use in Making Judgments About
Others
Applications of Shortcuts in Organizations
Performance Expectations
Evidence demonstrates that people will
attempt to validate their perceptions of
reality, even when those perceptions are
faulty.
Self-fulfilling prophecy, or the Pygmalion
effect, characterizes the fact that peoples
expectations determine their behavior.
Expectations become reality.
Copyright 2015 Pearson Education Ltd.
6-18
The
Shortcuts
Individuals
LO 3
Use in Making Judgments About
Others
Applications of Shortcuts in Organizations
Performance Evaluation
An employees performance appraisal is
very much dependent upon the perceptual
process.
Many jobs are evaluated in subjective
terms.
Subjective measures are problematic
because of selective perception, contrast
effects, halo effects, and so on.
Copyright 2015 Pearson Education Ltd.
6-19
LO 3
Focus on goals.
Clear goals make decision making easier and help to
eliminate options inconsistent with your interests.
Look for information that disconfirms beliefs.
Overtly considering ways we could be wrong
challenges our tendencies to think were smarter than
we actually are.
Dont try to create meaning out of random events.
Dont attempt to create meaning out of coincidence.
Increase your options.
The number and diversity of alternatives generated
increases the chance of finding an outstanding one.
LO 4
LO 4
6-22
6-23