The Role of Perception in the Decision Making Process

The Role of Perception in the Decision Making Process

The Role of Perception in the Decision Making Process

In psychology, perception is the process of acquiring, interpreting, selecting, and organizing sensory information. Many psychologists state that, as we live in this world, we make a model of how the world works. We sense the objective world, but our sensations map to these percepts which are provisional. As we come across new information, our percepts change. (Wikipedia, 2006)

A number of factors shape and sometimes distort perception. These can arise in the perceiver, in the object being perceived, or in the context of the situation. (Robbins, 2005)

When a person looks at an object and tries to determine what they see, that perception is influenced by the personal characteristics of the perceiver. Personal characteristics affecting perception are attitudes, personality, motives, interests, past experiences, and expectations. (Robbins, 2005)

Characteristics of the object being perceived can affect what is seen.

Boisterous people will be noticed in a group more than quiet ones, extremely attractive or unattractive individuals as well. Because targets are not looked at alone, the relationship of an object to its background also determines perception, as does our tendency in grouping similar things. Women, people of color, or members of another group are often perceived as alike as well. (Robbins, 2005)

Our perceptions of people differ from objects such as desks, machines, or buildings because of the actions of people. Nonliving objects are subject to the laws of nature, but they have no beliefs, motives, or intentions, people do, and as a result when we observe people, we develop reasons why they behave in certain ways. Perceptions and judgment will be influenced by assumptions made about that person’s internal state. (Robbins, 2005)

We use a number of shortcuts when it comes to judging others and events in our lifetime. (Robbins, 2005)

Selective Perception; is any characteristic that makes a person, object, or event stand out. (Robbins, 2005)

Halo Effect; is when you draw a general impression about a person on a characteristic, such as intelligence, sociability, or appearance. (Robbins, 2005)

Contrast Effects can distort perceptions. We don’t evaluate a person in isolation

and, other persons we have recently influence our reaction to one person

encountered. (Robbins, 2005)

Projection is the tendency to give our own characteristics to other people and can

distort perceptions made about others. (Robbins, 2005)

Stereotyping; this is when we judge someone on the basis of our idea of the

group they belong. (Robbins, 2005)

A major insight into who is hired and rejected in any company is the interview. Some people may be hired without an interview, but evidence indicates interviewers make judgments that can be inaccurate and different interviewers see different things in the same people they interview, thus arriving at different conclusions. Interviewers can draw early impressions that become their only impression. Negative information exposed early in the interview, will be more heavily considered than if it comes out later. Studies show that interviewers’ decisions do not change after the first four or five minutes of the interview. This can result in information known early in the interview, carrying greater weight than information heard later, and a good applicant can be characterized by the absence of unfavorable characteristics than by the presence of favorable ones. (Robbins, 2005)

Performance Evaluation; an employee’s future is tied to his or her appraisal, promotions, pay raises, and continued employment are the most known results. The performance appraisal is an assessment of an employee’s work; although the review can be objective many evaluations are subjective. An individual’s future is usually not dependent on performance alone; in many companies an employee’s effort is given high regard. (Robbins, 2005)

Individuals make decisions; they make choices from many alternatives. Managers, determine their goals, what products or services to offer, how finance operations, where to locate a manufacturing plant. Middle and lower level managers determine schedules, selection of new employees, and decide pay raises. Making decisions