15.1 Perception
Perception: The process through which people receive and interpret external information from the
environment.
Psychological Contract: What the individual employee expects both to give and to receive from the
employment relationship.
Employee Value Position (EVP): To describe the organization’s intentions for creating value on the
employee and employer sides of the psychological contract. The ideal EVP is one where exchanges are
made on both sides of the psychological contract and are perceived as fair for everyone.
Attribution: The process of developing explanations for events. This theory explains how people try to
explain perceptions of their own behaviour and the behaviour of other people, often making errors in
the process.
Fundamental Attribution Error: The overestimation of internal factors and underestimation of external
factors driving individual behaviour. (Blaming of people and the organization rather than the outside
environment)
Self-Serving Bias: The tendency to explain personal success by internal causes and personal failures by
external causes. This creates a false sense of confidence because we don’t place responsibility for
outcomes in a consistent way, thus causing us to overlook opportunities for personal change.
Stereotypes: A stereotype is upheld when someone is identified with a particular group/category and
then oversimplified attributes associated with that group/category are used to describe the individual to
make assumptions about one’s behaviour. (Placing everyone is the same basket)
A way to curb bias is to asses and compare people as a group rather than individually. When
one is being studied alone, stereotypes are more likely going to be applied to justify decision-
making.
, Halo Effect: Occurs when one personal attribute is used to develop an overall impression of a person of
a situation. For example, if someone has a nice smile, one might develop an overall positive image of
that individual without getting to know them. (Placing a halo over someone can be both positive or
negative)
Selective Perception: The tendency to single out those aspects of an individual or situation that
reinforce one’s existing beliefs, values or needs (You see what you want to see/what makes you right).
To avoid this, gather opinions of people with different POVs.
Projection: The assignment of personal attributes to other individuals. For example, when one assumes
that other people share their needs, desires and values. To avoid this, be self-aware.
Impression Management: The systematic attempt to influence how others perceive us. We try to create
an image of ourselves in our everyday activities.
Willful Blindness: The process of turning a blind eye/ignoring the obvious in our midst.
15.2 Personality
Personality: Describes the profile of enduring characteristics that makes each of us unique as an
individual. This includes how we face problems and pursue tasks to how we handle relationships with
everyone.
Personality Dimensions (Big 5):
1) Extraversion: The degree to which someone is outgoing, sociable and assertive. An extravert is
comfortable/confident on interpersonal relationships.
2) Agreeableness: The degree to which someone is good-natured, cooperative and trusting. An
agreeable person gets along well with others, while a disagreeable is a source of conflict.
3) Conscientiousness: The degree to which someone is responsible, dependable and careful. A
conscientious person focuses on what can be accomplished and meets commitments. People
who lack this trait are often careless and do too little.
4) Emotional Stability: The degree to which someone is relaxed, secure and generally unworried. A
person who is emotionally stable is calm and confident. A person lacking this trait is often
anxious and tense.
5) Openness to Experience: The degree to which someone is curious, open to new ideas and
imaginative. An open person is broad-minded, receptive to new things and comfortable with
change.
Perception: The process through which people receive and interpret external information from the
environment.
Psychological Contract: What the individual employee expects both to give and to receive from the
employment relationship.
Employee Value Position (EVP): To describe the organization’s intentions for creating value on the
employee and employer sides of the psychological contract. The ideal EVP is one where exchanges are
made on both sides of the psychological contract and are perceived as fair for everyone.
Attribution: The process of developing explanations for events. This theory explains how people try to
explain perceptions of their own behaviour and the behaviour of other people, often making errors in
the process.
Fundamental Attribution Error: The overestimation of internal factors and underestimation of external
factors driving individual behaviour. (Blaming of people and the organization rather than the outside
environment)
Self-Serving Bias: The tendency to explain personal success by internal causes and personal failures by
external causes. This creates a false sense of confidence because we don’t place responsibility for
outcomes in a consistent way, thus causing us to overlook opportunities for personal change.
Stereotypes: A stereotype is upheld when someone is identified with a particular group/category and
then oversimplified attributes associated with that group/category are used to describe the individual to
make assumptions about one’s behaviour. (Placing everyone is the same basket)
A way to curb bias is to asses and compare people as a group rather than individually. When
one is being studied alone, stereotypes are more likely going to be applied to justify decision-
making.
, Halo Effect: Occurs when one personal attribute is used to develop an overall impression of a person of
a situation. For example, if someone has a nice smile, one might develop an overall positive image of
that individual without getting to know them. (Placing a halo over someone can be both positive or
negative)
Selective Perception: The tendency to single out those aspects of an individual or situation that
reinforce one’s existing beliefs, values or needs (You see what you want to see/what makes you right).
To avoid this, gather opinions of people with different POVs.
Projection: The assignment of personal attributes to other individuals. For example, when one assumes
that other people share their needs, desires and values. To avoid this, be self-aware.
Impression Management: The systematic attempt to influence how others perceive us. We try to create
an image of ourselves in our everyday activities.
Willful Blindness: The process of turning a blind eye/ignoring the obvious in our midst.
15.2 Personality
Personality: Describes the profile of enduring characteristics that makes each of us unique as an
individual. This includes how we face problems and pursue tasks to how we handle relationships with
everyone.
Personality Dimensions (Big 5):
1) Extraversion: The degree to which someone is outgoing, sociable and assertive. An extravert is
comfortable/confident on interpersonal relationships.
2) Agreeableness: The degree to which someone is good-natured, cooperative and trusting. An
agreeable person gets along well with others, while a disagreeable is a source of conflict.
3) Conscientiousness: The degree to which someone is responsible, dependable and careful. A
conscientious person focuses on what can be accomplished and meets commitments. People
who lack this trait are often careless and do too little.
4) Emotional Stability: The degree to which someone is relaxed, secure and generally unworried. A
person who is emotionally stable is calm and confident. A person lacking this trait is often
anxious and tense.
5) Openness to Experience: The degree to which someone is curious, open to new ideas and
imaginative. An open person is broad-minded, receptive to new things and comfortable with
change.
