Download Chapter 3

Perception and Learning:
Understanding and
Adapting to the Work
Environment
Chapter 3
Learning Objectives
1.
Distinguish between social perception and social
identity concepts.
2.
Explain how attribution process works and describe
various social perception bias sources.
3.
Understand how social perception process operates
in performance appraisals, employment interviews,
and corporate image cultivation contexts.
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Learning Objectives
4. Define learning and describe the two types most
applicable to OB: operant conditioning and
observational learning.
5.
Describe how learning principles are involved in
organizational training and innovative reward
systems and how knowledge can be effectively
managed.
6.
Compare how organizations use reward in
organizational behavior management programs and
how punishment can be used most effectively when
administering discipline.
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Attribution Process
 Causal Attribution
• Internal
• External
 Causal Attribution Theory (Kelly)
• Consensus
• Consistency
• Distinctiveness
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Perceptual Biases
 Fundamental Attribution Error
 Similar-to-Me Effect
 Selective Perception
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Organizational Applications
 Performance Appraisal
 Impression Management
 Corporate Image
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Applicant Impression
Management
Insert Table 3.2 Here
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Learning
Reinforcement Contingencies
Insert Table 3.4 Here
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Reinforcement
 Schedules
• Continuous
• Partial
 Interval
• Fixed
• Variable
 Ratio
• Fixed
• Variable
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Training
 Definition
 Varieties
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Classroom Training
Apprenticeship Programs
Cross-Cultural Training
Corporate Universities
Executive Training Programs
E-Training
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Effective Training Keys
 Participation
 Repetition
 Transfer of Training
 Feedback
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Organizational Behavior
Management
 Discipline
 Progressive Discipline
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Effective Discipline
 Deliver Punishment Immediately After Undesirable
Response.
 Give Moderate Levels of Punishment.
 Punish Undesirable Behavior, Not Person.
 Use Punishment Consistently Across Occasions.
 Punish Everyone Equally for Same Infraction.
 Clearly Communicate Reasons for Punishment.
 Do Not Follow Punishment with Noncontingent
Rewards.
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