Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

ORGB 2811 > Chapter 3 - Perception and Job Attitudes > Flashcards

Chapter 3 - Perception and Job Attitudes Flashcards

1
Q

Two Types of perception that determine what our attention lands on

A
  1. Perceptual Selectivity
  2. Perceptual Organization
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Perceptual Selectivity

A
  • process by which individuals select objects in the environment for attention
  • when we notice a particular object, we attempt to make sense out of it by categorizing it according to our unique frame of reference or needs
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Perceptual Organization

A

when meaning has been attached to an object, individuals are in a position to determine an appropriate response or reaction to it

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Why is perceptual selectivity important?

A

without this ability, we would be unable to process all the information necessary to initiate behaviour

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

two external influences on selective attention

A
  1. physical properties (large objects receive more attention)
  2. dynamic properties (faster more noticeable usually)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

two personal influences on selective attention

A
  1. response salience
  2. response disposition
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  • “we see what we want to see”
  • tendency to focus on objects that relate to our immediate needs or wants
  • related to halo and horn effect
A

response salience

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

response disposition

A

tendency to recognize familiar objects more quickly than unfamiliar ones

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

3 components of a social perception event

A
  1. person being perceived
  2. perceiver
  3. context/ situation
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

characteristics of person being perceived

A
  • physical appearance
  • verbal and nonverbal communication
  • ascribed attitudes (like biases or assumptions)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

How perception plays a role in organizations (organizational role)

A
  • an employee’s place in hierarchy can influence their perception
  • views of managers and workers influenced by the group we belong in
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

2 characteristics of a perception situation

A
  1. organizational role
  2. location of event
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

The importance of the location of an even of perceiving

A
  • home vs office
  • acceptable customs vary from country to country
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

4 characteristics of perceiver

A
  1. self-concept
  2. cognitive structure
  3. response salience
  4. experience with the individual being perceived
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

halo effect

A

influence of positive arbitrary biases

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

horn effect

A

influences of negative biases

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

one negative aspect of response salience

A

marked improvement may go unnoticed if an employee has consistently received poor performance evaluations

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

how self concept affects perceiving others

A
  • when we understand ourselves, we are better able to perceive others accurately
  • when we accept ourselves, we are more likely to see favorable characteristics in others
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

how cognitive structure relates to perceiving others

A
  • people describe each other differently
  • some use physical, some use central, some use multiple traits, etc.
  • the greater our cognitive complexity, the greater our ability to differentiate between people using multiple criteria an more accurate we are
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

What are some barriers to social perception? (3)

A
  1. stereotyping
  2. selective perception
  3. perceptual defence
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

what is stereotyping and how it relates to accurate perception of others?

A
  • tendency to assign attributes to people solely on their class or category
  • more likely to occur when meeting new people
  • in workplace: age, race, gender - example: old workers get less training and attention
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

selective perception and how it relates to perception of others

A
  • process by which we systematically screen out or discredit info we don’t wish to hear and focus on more salient info
  • function of our own experiences and needs
  • groups tend to evaluate their own solutions as better
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

perceptual defence and how it relates to perception of others

A
  • a tendency to distort or ignore information the is either personally threatening or culturally unacceptable
  • we dissipate our emotions by directing our attention to objects in hopes that the original distressing event disappears lol
  • defence mechanisms and three principles
24
Q

three principles of perceptual defense

A
  1. emotionally disturbing or threatening stimuli have a higher recognition threshold than neutral stimuli
  2. such stimuli are likely to elicit substitute perceptions that are radically altered so as to prevent recognition of the presented stimuli
  3. these critical stimuli arouse emotional reactions even though the stimuli have a higher recognition
25
Q

4 defense mechanisms of perceptual defense

A
  1. denial
  2. modification and distortion
  3. change in perception
  4. recognition, but refusal to change
26
Q

What is attribution theory?

A
  • process by which an individual interprets events as being caused by a particular part of a relatively stable environment
  • Perceived determinants, rather than actual ones, influence behaviour
  • we attribute feelings and intentions to people to understand their behaviour
  • The underlying assumption of attribution theory is that people are motivated to understand their environment and the causes of particular events
    If better able to understand causes, better position to influence or control the sequence of future events
27
Q

What is the attribution process? (4 steps)

A
  1. Behavioural event
  2. Cognitive interpretation
  3. Creation of new cognitive structure based on interpretation
  4. Behavioural choices based on structure
28
Q

What are the definitions of Internal and external causes of behaviour

A

Internal = effort and ability
External = luck and task ease or difficulty

29
Q

People focus on three factors when making causal attributions

A
  1. Consensus
  2. Consistency
  3. Distinctiveness
30
Q

What is consensus as it relates to behavioural perception

A

the extent to which you believe that the person being observed is behaving in a manner that is consistent with the behaviour of his or her peers (high consensus = similar to rest of group)

31
Q

What is consistency as it relates to behavioural perception?

A

the extent to which you believe that the person being observed behaves consistently when confronted on other occasions with similar situations

32
Q

What is distinctiveness as it relates
To behavioural perception?

A

the extent to which you believe that the person being observed would behave consistently when faced with different situations
- behave consistently in different situations?

33
Q

A persons behaviour is based on what type of attributions when there is high consensus, consistency, and distinctiveness

A

Persons behaviour is based on external attributions

34
Q

A persons behaviour is based on what type of attributions when there is low consensus and distinctiveness and high consistency

A

The persons behaviour is based on internal consistency

35
Q

Term: In making attributions concerning the causes of behaviour, people tend to make certain errors of interpretation

A

Attributions bias

36
Q

Two types of attribution bias

A
  1. Fundamental attribution error
  2. Self-serving bias
37
Q

What is the fundamental attribution error?

A
  • Tendency to underestimate the effects of external or situational causes of behaviour and to overestimate the effects of internal or personal causes
  • “Blame people rather than events or situations”
38
Q

What is a Self-serving bias

A

Tendency for individuals to attribute success on an event or project to their own actions while attributing failure to others

39
Q

attitude

A
  • predisposition to respond in a favourable or unfavourable way to objects or persons in one’s environment
  • Attitudes -> behavioural intentions _
    -> actual behaviour
40
Q

three components of attitude (CAI)

A
  1. Cognitive component
  2. Affective component
  3. Intentional component
41
Q

Cognitive component of attitude

A

Dealing with beliefs and ideas a person has about a thing

42
Q

Affective component of attitude

A

Dealing with person’s feelings towards the thing

43
Q

Intentional component of attitude

A

Dealing with the behavioural intentions a person has with respect to the thing

44
Q

Three approaches to how attitudes are formed

A
  1. DISPOSITIONAL APPROACH
  2. SITUATIONAL APPROACH
  3. SOCIAL-INFORMATION-PROCESSING APPROACH
45
Q

DISPOSITIONAL APPROACH towards
Attitude

A
  • Attitudes represent relatively stable predispositions to respond to people or situations around them
  • Attitudes are sort of like personality traits
46
Q

Situational approach to attitude

A

Attitudes emerge as a result of the uniqueness of a given situation

47
Q

Social-information-processing approach to attitude

A
  • Attitudes result from “socially constructed realities” as perceived by the individual
  • Social context in which the individual is placed shapes his perceptions of the situation and hence his attitudes
48
Q

COGNITIVE CONSISTENCY

A

People often feel a need for behavioural justification to ensure that their behaviours are consistent with their attitudes toward the event

49
Q

COGNITIVE DISSONANCE

A

When people find themselves acting in a fashion that is inconsistent with their attitudes
They experience tension and attempt to reduce this tension and return to a state of cognitive consistency

50
Q

Two aspects of behavioural justification

A
  1. Cognitive consistency
  2. Cognitive dissonance
51
Q

JOB SATISFACTION

A
  • A pleasurable or positive emotional state resulting from the appraisal of one’s job or job experience
  • Results from the perception that an employee’s job actually provides what they value in the work situation
52
Q

Characteristics of job satisfaction

A
  • Satisfaction is an emotional response to a job situation
  • Job satisfaction is best understood in terms of discrepancy (how much a person wants or expects from the job compared to how much he actually receives)
    1. Extrinsic rewards (pay and promotion)
    2. Intrinsic rewards (satisfying coworkers relations/ meaningful work)
53
Q

5 dimensions of job satisfaction

A
  1. Work itself
    Interesting work and opportunities for learning and for accepting responsibility
  2. Pay
  3. Promotional opportunities
  4. Supervision
  5. Coworkers
54
Q

Most common method of assessing satisfaction is the rating scale

A

MSQ
“Minnesota satisfaction questionnaire”

55
Q

Advantages and disadvantages of job satisfaction questionnaires

A

advantages:
-Relatively short and simple
-Can be completed by large numbers of employees quickly
-Generalized wording of the various terms means that instruments can be administered to a wide range of employees in various jobs
- Extensive normative data is available

Disadvantages:
-It is assumed that respondents are both willing and able to describe their feelings accurately
- People often unconsciously or consciously distort information that they feel is damaging and enhance information that they feel is beneficial
-Underlying assumption that questionnaire items mean the same thing to all people

ORGB 2811 (15 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions