Module 5
Perception and Individual
Decision Making
BME 2102 – HUMAN BEHAVIOR IN ORGANIZATIONS
PROF. MARIVIC C. SANTOS, MBA, REB
Chapter Learning Objectives
After studying this chapter you should be able to:
• Describe basic perceptual processes and how perception affects
fairness, justice, and trust in organizations.
• Discuss the nature of stress, identify the basic causes and
consequences of stress, and describe how stress can be
managed
GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
PERCEPTION IN ORGANIZATIONS
Perception - The set of processes by which an
individual becomes aware of and interprets
information about the environment
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Basic Perceptual Processes
1. Elective perception - The process of screening out information
that we are uncomfortable with or that contradicts our beliefs
◦ Example: Suppose a manager is exceptionally fond of a particular worker. The
manager has a very positive attitude about that worker and considers him or her to
be an outstanding performer. One day the manager observes this individual
apparently sleeping at his or her desk. The manager may assume that the worker
stayed up working late the night before and is just taking a short nap. Alternatively,
suppose the manager has a very negative attitude about the worker and observes
the same behavior the manager might assume that the worker was out late partying
the night before, perhaps reinforcing the negative attitude
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Basic Perceptual Processes
2. Stereotyping - The process of categorizing or labeling people on
the basis of a single attribute
◦ Example: A manager believes that communication skills are important for a
particular job and that speech communication majors tend to have
exceptionally good communication skills. As a result, whenever he or she
interviews candidates for jobs he or she pays especially close attention to
speech communication majors. To the extent that communication skills truly
predict job performance and that majoring in speech communication does
indeed provide those skills.
◦ Race & Sex
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Errors in Perception
1. Halo effect is when we form a general impression
about something or someone based on a single
(typically good) characteristic.
◦Example, people tend to associate beauty with other
positive characteristics. We often assume that
physically attractive people possess more socially
desirable personalities than less-beautiful people do
and that they lead happier and more successful lives.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Errors in Perception
2. Contrast effect occurs when we evaluate our own or
another person’s characteristics through comparisons with
other people we have recently encountered who rank
higher or lower on the same characteristics.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Errors in Perception
3. First impression bias may also be relevant. Research has
found that not only do we tend to avoid people after we
have had a negative reaction to them, but also negative
impressions are harder to change than positive ones.
First impressions are formed quickly. If you find yourself
making negative assumptions about someone you have
just met, it can be a good idea to quickly look for positive
information that disconfirms your negative assumptions
before they become too strongly held.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Errors in Perception
3. First impression bias may also be relevant. Research has
found that not only do we tend to avoid people after we
have had a negative reaction to them, but also negative
impressions are harder to change than positive ones.
First impressions are formed quickly. If you find yourself
making negative assumptions about someone you have
just met, it can be a good idea to quickly look for positive
information that disconfirms your negative assumptions
before they become too strongly held.
1–9
GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Errors in Perception
4. Self-fulfilling prophecies
If we categorize a person as untrustworthy, we are
likely to treat that individual with suspicion and
distrust. These actions then evoke appropriate
guarded reactions from the other person, whose
reactions serve to confirm our initial impressions
1–10
GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Perception and Attribution
Attribution – The way we explain the causes of our
own as well as other people’s behaviors and
achievements, and understand why people do what
they do.
◦ The strongest attribution people tend to make is whether their own or
others’ behaviors or outcomes are due to the individual (internal
factors) because of things like effort or ability or to the environment
(external factors) because of things like luck, a lack of resources, or
other people
1–11
GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Perception of Fairness, Justice,
and Trust
Organizational fairness - Refers to employees’ perceptions of
organizational events, policies, and practices as being fair or not fair
• Distributive fairness - Refers to the perceived fairness of the outcome
received, including resource distributions, promotions, hiring and layoff
decisions, and raises
• Procedural fairness - Addresses the fairness of the procedures used to
generate the outcome
• Interactional fairness - Whether the amount of information about the
decision and the process was adequate, and the perceived fairness of the
interpersonal treatment and explanations received during the decision-
making process.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Perception of Fairness, Justice, and Trust
Trust - The expectation that another person will not
act to take advantage of us regardless of our ability
to monitor or control him or her
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
STRESS IN ORGANIZATIONS
Stress - A person’s adaptive response to a stimulus
that places excessive psychological or physical
demands on that person
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
STRESS IN ORGANIZATIONS
oNotion of adaptation.
oRole of the stimulus. This stimulus, generally called a
stressor, is anything that induces stress.
oStressors can be either psychological or physical.
oThe demands the stressor places on the individual must
be excessive for stress to actually result. Of course, what is
excessive for one person may be perfectly tolerable for
another.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
STRESS IN ORGANIZATIONS
Stress affects different people in
different ways. This man, for
example, seems to be very
stressed about his work.
However, none of his coworkers
seem to be experiencing the
same degree of stress. Of course,
it may also be the case that his
stress is unrelated to work but
instead comes from other
sources
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Common Causes of Stress
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Workload, Stress, & Performance
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Consequences of Stress
1. Individual consequences of stress - are the
outcomes that mainly affect the individual.
The organization also may suffer, either directly or
indirectly, but it is the individual who pays the real
price.
Stress may produce behavioral, psychological, and
medical consequences.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Consequences of Stress
2. Organizational Consequences - any of the
individual consequences can also affect the
organization.
Other results of stress have even more direct
consequences for organizations.
These include decline in performance, withdrawal,
and negative changes in attitudes.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
Consequences of Stress
3. Burnout - A general feeling of exhaustion that
develops when an individual simultaneously
experiences too much pressure and has too few
sources of satisfaction.
People with high aspirations and strong motivation to get things
done are prime candidates for burnout under certain conditions.
They are especially vulnerable when the organization suppresses or
limits their initiative while constantly demanding that they serve
the organization’s own end
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
STRESS MANAGEMENT TIPS
Two main strategies for managing stress are:
(1) generate calm or relaxed feelings to counteract
the biological state of exhaustion or over-arousal
(2) change your appraisal of the stress-inducing
situation to reduce negative emotions.
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GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
1. Generating Calm or Relaxed Feelings
1. Eat healthy and avoid too much 5. Develop affectionate relationships.
caffeine. Giving and getting hugs, petting a dog
or cat, or having conversations with
2. Get enough high-quality sleep; friends can all reduce feelings of stress.
take a nap if necessary.
6. Prioritize your to-do list. As Scarlett
3. Exercise. O’Hara says in the movie Gone with
4. Practice relaxation techniques the Wind, “I can’t think about that
right now. If I do, I’ll go crazy. I’ll think
including meditation. These are
about that tomorrow.”
known to relax muscles and reduce
adrenaline levels. 7. Learn to say “No,” “Not now,” and “I
really can’t”—no one can do
everything!
GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL
BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
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2. Changing Your Appraisal of the
Situation
1. Try to view crises or stressful 3. Try to find the silver lining. Your
events as opportunities. boss’s moving up the deadline for that
big report is challenging, but it gives
2. Reframe the stressor. Casting the you a chance to show your talent, and
situation in a less stressful or it will soon be done!
threatening way can decrease
negative emotions and stress. For
example, the boss is not really trying
to make your job difficult; he or she is
just very busy and has deadlines to
meet.
GRIFFIN, RICKY, PHILIPS, JEAN AND GULLY, STANLEY, 12TH EDITION (2019). ORGANIZATIONAL
BEHAVIOR: MANAGING PEOPLE AND ORGANIZATIONS. CENGAGE
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Managing and Controlling Stress
Individual Coping Strategies
Organizational Coping Strategies
Work–Life Balance - Interrelationships between a person’s
work life and personal life
Stress Management
People can adopt a variety of
techniques to help cope with stress.
Exercise, relaxation, and better time
management are all common
methods.
These coworkers are engaging in
deep breathing exercises to help
control their stress
References
Griffin, Ricky, Philips, Jean and Gully, Stanley, 12th edition (2019). Organizational behavior: managing people and
organizations. Cengage
Griffin, Ricky W. and Moorhead, Gregory. 11th ed. (2014). Organizational behavior, Singapore: Cengage Learning Asia
Pte Ltd.
McShane, Steven L and Mary Ann Von Glinow. (2017). Organizational behavior. 18th ed. Philippines: McGraw Hill
(Asia)
Moorhead, Gregory and Ricky Griffin. (2013). Introduction to organizational behavior. Delhi: Learning India Private
Limited
Newstrom, John W. (2013). Organizational behavior: Human behavior at work. 12th ed. Philippines: McGraw Hill
Education (Asia).
Robbins, Stephen P. and Timothy A. Judge. 17th ed. (2016). Organizational behavior. Singapore: Pearson Education
South Asia Pte. Ltd.
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Thank you everyone and Stay Safe always.
- Ma’am Vic
5 Trust in the LORD with all your heart; and lean not to your own understanding. 6 In all
your ways acknowledge him, and he shall direct your paths.
Proverbs 3:5-6