A presentation about Organizational Behaviour in which we discussed the Personality, Preceptions & Employee Attitude in the Organization with their staff and Owners.

2. Presented To:-
“Miss Zunaira Aslam’’
Presented By:-
“Group A’’

3. • Ghazanfar Ali
• Shahab Khan
• Yasir Siraj
• M. Shakir
• Allah Nawaz
GROUP MEMBERS

4. Personality, Perception &
Employee Attitude
ORGANIZATIONAL
BEHAVIOR

5. • Define the overall meaning of personality.
• Identify the “Big Five” personality traits
• Describe the perceptual process and its major
dimensions.
• Examine the sources and outcomes of the major
employee attitudes of job satisfaction
LEARNING GOALS

6. • A relatively set of stable characteristics that influences an
individuals behavior
• Usually mature and stabilizes by about age 30
• Affect how a person adjusts to different environment
• How people affect others depends primarily on their external
appearance (height, weight, facial features, color, and other
physical aspects) and traits.
PERSONALITY

7. • Behavioral genetics' study of personality has made it clear
that genes are important.
• In fact, a number of personality traits have been identified as
having a genetic basis.
• The other personality traits were linked to other differences
in brain structure, such as agreeableness, which was correlated
with a thinner prefrontal cortex (this area is involved in tasks
including processing empathy and other social skills)
THE ROLE OF HEREDITY AND
THE BRAIN

8. • Self-esteem reflects an individual's overall subjective emotional
evaluation of their own worth. ... Synonyms or near-synonyms
of self-esteem include many things: self-worth, self-
regard, self-respect, and self-integrity.
• Confidence in one's own worth or abilities.
• People’s attempts to understand themselves are called the self-
concept in personality theory.
SELF ESTEEM

9. • The person-situation interaction dimension of personality provides
further understanding
• Each situation, of course, is different.
• The differences may seem to be very small on the surface, but when
filtered by the person’s cognitive mediating processes such as
perception (covered next), they can lead to quite large subjective
differences and diverse behavioral outcomes. In particular, this
dimension suggests that people are not static, acting the same in all
situations, but instead are ever changing and flexible.
PERSON-SITUATION
INTERACTION

10. Core Traits Descriptive Characteristics of High Scorers
Conscientiousness Dependable, hardworking, organized, self-disciplined,
persistent, responsible
Emotional stability Calm, secure, happy, unworried
Agreeableness Cooperative, warm, caring, good-natured, courteous,
trusting
Extraversion Sociable, outgoing, talkative, assertive, gregarious
Openness to experience Curious, intellectual, creative, cultured, artistically
sensitive, flexible, imaginative
THE “BIG FIVE” PERSONALITY
TRAITS

11. • Perception is a very complex cognitive process that yields a unique
picture of the world, a picture that may be quite different from
reality
• Applied to organizational behavior, an employee’s perception can
be thought of as a filter.
• Because perception is largely learned, and no one has the same
learning and experience, then every employee has a unique filter,
and the same situations/stimuli may produce very different
reactions and behaviors
THE PERCEPTION PROCESS

12. • There is usually a great deal of misunderstanding about
the relationship between sensation and perception.
Behavioral scientists generally agree that people’s
“reality” (the world around them) depends on their
senses.
• However, the raw sensory input is not enough.
SENSATION VERSUS PERCEPTION

13. • They must also process these sensory data and make
sense out of them in order to understand the world
around them. Thus, the starting point in the study of
perception should clarify the relationship between
perception and sensation.
SENSATION VERSUS PERCEPTION

14. • Perception is more complex and much broader than sensation.
• The perceptual process or filter can be defined as a complicated
interaction of selection, organization, and interpretation.
• Although perception depends largely on the senses for raw data,
the cognitive process filters, modifies, or completely changes
these data.
SENSATION VERSUS PERCEPTION

15. • A simple illustration may be seen by looking at one side of a stationary
object, such as a statue or a tree.
• By slowly turning the eyes to the other side of the object, the person
probably senses that the object is moving.
• Yet the person perceives the object as stationary.
• The perceptual process overcomes the sensual process, and the person
“sees” the object as stationary. In other words, the perceptual process
adds to, and subtracts from, the “real” sensory world
SENSATION VERSUS PERCEPTION

16. • The study of organizational behavior is social
perception, which is directly concerned with how one
individual perceives other individuals: how we get to
know others.
SOCIAL PERCEPTION

17. • A stereotype is an over-generalized belief about a
particular category of people. Stereotypes are
generalized because one assumes that the
stereotype is true for each individual person in the
category.
STEREOTYPING

18. • The halo effect in social perception is very similar to
stereotyping.
• The halo effect is a type of immediate judgment discrepancy,
or cognitive bias, where a person making an initial assessment
of another person, place, or thing will assume ambiguous
information based upon concrete information.
THE HALO EFFECT

19. • Whereas in stereotyping the person is perceived according to a
single category, under the halo effect the person is perceived on the
basis of one trait.
• Halo is often discussed in performance appraisal when a rater
makes an error in judging a person’s total personality and/or
performance on the basis of a single positive trait such as
intelligence, appearance, dependability, or cooperativeness.
• Whatever the single trait is, it may override all other traits in
forming the perception of the person
THE HALO EFFECT

20. • In particular, the dispositions of positive affectivity
(PA) and negative affectivity (NA) have been found
to be important antecedents to attitudes about
one’s job.
WORK RELATED ATTITUDES: PA/NA

21. • As explained by George,88 NA reflects a personality disposition
to experience negative emotional states; those with high NA tend
to feel nervous, tense, anxious, worried, upset, and distressed.
• Accordingly, those with high NA are more likely to experience
negative affective states—they are more likely to have a negative
attitude toward themselves, others, and the world around them.
• There is accumulating research supporting this biasing effect of
NA.
WORK RELATED ATTITUDES: PA/NA

22. • Those with high PA have the opposite disposition and tend to have an
overall sense of well-being, to see themselves as pleasurably and
effectively engaged, and to experience positive attitudes.
• Whether PA is the bipolar opposite and independent of NA is still the
subject of debate and interpretation of research results.
• People do not necessarily move between opposite mood states, but can
be both happy and unhappy.
• However, most of the time there are swings in mood, that is, NA to
PA or PA to NA.
WORK RELATED ATTITUDES: PA/NA

23. • Specific employee attitudes relating to job
satisfaction and organizational commitment are of
major interest to the field of organizational
behavior and the practice of human resource
management.
EMPLOYEE ATTITUDES

24. • Job satisfaction is a result of employees’ perception of
how well their job provides those things that are viewed
as important.
• It is generally recognized in the organizational behavior
field that job satisfaction is the most important and
frequently studied employee attitude.
WHAT IS MEANT BY JOB SATISFACTION?

25. • Job satisfaction is a result of employees’ perception of
how well their job provides those things that are viewed
as important.
• It is generally recognized in the organizational behavior
field that job satisfaction is the most important and
frequently studied employee attitude.
WHAT IS MEANT BY JOB SATISFACTION?