Meaning and Significance of Perception

Perception is a cognitive process wherein an individual collects, organizes, and

interprets data from the environment to obtain a meaning from it. In fact,
perception differs from person to person for the same situation. Each person
interprets the data in their own way and may come up with different meanings. For
instance, when the boss comes to each employee’s desk, one employee might think
that he/she is trying to be friendly with the employees; another might think that the
boss is keeping an eye on the employees.
It is also possible that people’s perception of events or situations is nowhere close
to reality. People react to situations based upon their perception of reality rather
than the reality itself. Therefore, understanding the variations in the perceptions of
individuals will help in understanding their organizational behavior better.
Similarly, the perception of members in one organization differs from that of
people in another organization. It is these differences in perception that make some
organizations employ strict control over employees (as they believe that a
disciplinarian environment will ensure success in business), while others
encourage team culture and cooperation to enhance the performance of the
organization.
Sensation vs. Perception
Often confusion arises over the relationship between sensation and perception.
Behavioral theorists believe that individuals interpret situations based upon their
senses and stimulation and that this was how they gained knowledge of the world.
Individuals use their sensory organs to sense – for instance, eyes to see, ears to
hear, skin to feel, nose to smell, and tongue to taste. Therefore, sensation is the
basic behavior of individuals caused by their physiological functions.
Perception, on the other hand, involves people’s assimilation of raw data through
their senses, after which they organize and modify the data with the help of
cognitive thinking to form a coherent picture of the situation.

Sub-processes of Perception
The perceptual process of individuals passes through several sub-processes. They
are stimulus or situation, registration, interpretation, feedback, behavior, and
consequence.
Stimulus or situation is the first sub-process in the process of perception. Here
people are confronted with an external or internal stimulus. As a result, they might
experience an immediate sensual stimulation or the confrontation may take place
with the entire physical and socio-cultural environment.
In Registration, the individuals record in their minds the stimulus they have
received from the environment. Physiological mechanisms such as listening,
hearing, etc. play an active role in the perception of individuals.
During Interpretation, people analyze the stimulus they have received. It is a
cognitive process that is influenced by learning, motivation, and personality.
Feedback is the response individuals receive from the stimulus i.e. environmental
situations. Feedback has an impact on the perception of individuals. For instance, if
employees receive appreciation (feedback) from the manager for their work, then
they perceive that the manager is satisfied with their performance. Registration,
interpretation, and feedback occur within a person and are in response to a given
stimulus from the external environment. These sub-processes lead to a certain
behavior by the individual, which again leads to a certain consequence.
Individual Perceptual Process
I. Perceptual Selectivity electivity
II. Perceptual organization
III. Social Perception

I. Perceptual Selectivity electivity

People are constantly exposed to various stimuli. However, sometimes the stimuli may
be so understated that they may not even be aware of it. Individuals are prone to select
only a few stimuli at a given time. For instance, while reading the newspaper,
individuals who are interested in movies might read only the supplementary containing
movie news. Perceptual selectivity is further dependent on factors such as external
attention factors and internal set factors.
 A) External Attention Factors
The external attention factors are:--
i. Intensity
According to this principle, the intensity of the external stimulus decides the
probability of its being perceived. For instance, a bright light is more likely to be
noticed than a dim one.
ii. Size
According to this principle, a large object is more likely to be noticed than a smaller
one. For instance, a big super market is more easily noticed than a small grocery store.
iii. Contrast
According to this principle, a stimulus that stands out against the expectations of
people is bound to attract more attention. For instance, employees working at airports
get so used to the noise that they may not notice the sounds made during the take off
and landing of planes. However, if on any day there is some reduction in air traffic,
they will notice the reduction in noise level.
iv. Repetition
According to this principle, a stimulus is more likely to be noticed if it is repeated
several times.
v. Motion
This principle states that individuals notice objects that are in motion more than those
that are stationary.
vi. Novelty and familiarity
According to this principle, new objects in a familiar situation and familiar objects in a
new situation attract people’s attention more.
 B) Internal Set Factors
The internal set factors are:--
I. Learning and Perception
The process of learning creates some expectations in individuals. As a result, they tend
to perceive things in a particular way. What people see and hear is influenced by their
expectations.
Perceptual set in the workplace: Employees working in an organization for a certain
period tend to interpret situations and events in a similar way. They might use certain
phrases that are unique to their department or organization to symbolize certain things.
However, in general, learning leads to substantial individual differences. Every
employee interprets a particular situation based upon his/her perception. For example,
it has been observed that in general, the perceptions of the trade union and the
management regarding the prevailing working conditions in an organization differ.

II. Motivation and perception

Perceptual selectivity is also influenced by motivation. Primary motives such as hunger
and thirst have an impact on the perception of individuals. For instance, while walking
on the road a person who is very thirsty might pay more attention to a store selling soft
drinks.
Secondary motives such as the need for power, affiliation, and achievement also have a
major influence on perceptual selectivity. For instance, employees who feel that they
have the need to attain power, affiliation, and achievement might be more attentive to
the different situations in the organizations, as they are constantly on the look-out for
opportunities. Perception may also have an influence on motivation. For instance,
some employees who are dedicated to their work might not mind attending office even
when sick as they perceive the work to be more important than their health.
 III. Personality and perception
Differences in the personality of individuals due to variances in age, gender,
experience, etc. also might influence the perception of individuals. For instance, young
managers might complain that senior managers are resistant to change in technology,
management practices, etc. Similarly senior managers might complain that young
managers take hasty decisions and implement unnecessary changes.
Factors Influencing Perception
The factors that help in shaping perception are the perceiver, the target which is being
perceived, and the situation in which perception occurs. Although these factors help in
shaping the perception of individuals, they also sometimes distort their perceptions.

The Perceiver
People’s personal characteristics play an important role in the way they perceive
situations, events, objects, people, etc. The various personal characteristics can be a
person’s motives, attitudes, past experiences, interests, and expectations.
Those who have a positive attitude toward a particular thing or situation might view it
in a completely different way from people having a negative attitude toward it. Studies
conducted in the field of OB have also shown that people’s perception is greatly
influenced by their unfulfilled goals and needs. It has been observed that people who
are engrossed by their personal problems might not be able to concentrate on their
work properly. This shows that personal interests of individuals also have an
impact on perceptions.People’s perceptions might also be influenced by their past
experiences. For instance, an employee who has been reprimanded in the past by
his/her superior for a minor mistake might perceive that superior to be a strict official.
Expectation is another characteristic that has a major impact on the perception of
individuals. For instance, people generally perceive the products sold by reputed
companies to be of good quality. However, expectations might also lead to distortion
of perception. For instance, policemen are perceived as fearless and authoritative,
which might not be true in all cases.

The Target
The attributes of the target (stimulus) such as motion, sound, size, etc. also affect
perception. For instance, people who are very tall get more attention in a crowd.
Sometimes people might not perceive the target in isolation but associate it with some
other aspects or events similar to it. In doing so, they might group unrelated objects.
This grouping is largely done on the basis of physical proximity of the objects in
consideration. It has also been observed that the tendency to group objects or events is
more if individuals notice a greater proximity between them.
The Situation
Situational factors in the environment such as time, location, climate, a person’s state
of mind, and other factors play a vital role in shaping the perception of individuals.

Perceptual Organization
Perceptual organization emphasizes the activities that take place in the perceptual
process subsequent to the stimulus being received.

Figure-Ground
Figure-ground is a type of perceptual organization. In this form of perception,
perceived objects are separated from the general background by the perceivers. They
tend to give more emphasis to the object in the figure than to the other objects in the
background.

Perceptual Grouping
Under perceptual grouping, individuals attempt to group various stimuli together into
an identifiable pattern. This type of perceptual organization may be based on closure,
continuity, proximity, or similarity.

Closure
According to this principle, a person may sometimes perceive a whole where it does
not exist and at times may not be able to perceive a whole although one exists.
Continuity
Continuity, unlike closure where the individual fills the missing stimulus, refers to the
process wherein the individual perceives the extension of a missing stimulus.
However, this is limited to obvious, continuous lines or patterns.

Proximity
According to this principle, people perceive stimuli that are physically close to each
other as belonging to one group.

Similarity
According to this principle, stimuli that are similar are grouped together by the
individual.

Perceptual Constancy
Perceptual constancy is one of the advanced forms of perceptual organization.
According to this principle, individuals’ perception of certain elements in objects like
size, shape, color, brightness, and location is constant and does not change from person
to person. For instance, even though the picture of an apple is printed in black and
white, we still perceive the color of the fruit as red. Perceptual constancy is enhanced
by learning. Learning helps individuals perceive certain patterns of cues in a similar
way and this leads to perceptual constancy.

Perceptual Context
The context of the situation also plays a major role in shaping the perception of
individuals. Different contexts convey different meanings to people. For example, if a
manager pats his twoyear-old son, it is considered a sign of love and affection.
However, if he gives an employee a paton the back, it is considered a sign of
appreciation for the work done by the employee.

Perceptual Defense
When a particular stimulus clashes with the values or culture of individuals, or is
threatening in nature to them, then they develop a defense mechanism against such a
stimulus. Perceptual defense helps in understanding relationships that exist between
union and management, superior and subordinate, etc.
Various researches and studies have also supported the existence of the perceptual
defense mechanism. The following are the results from some of the relevant studies
related to perceptual defense:

• People refuse to perceive information which they believe will disturb their emotions.
• People substitute the original perception caused by disturbing stimuli and information
with favorable perceptions to cope with the situation.
• Although some information may actually arouse emotions in an individual, he/she
may purposely distort and direct the emotion elsewhere.

II. Social Perception

Social perception is a cognitive process through which other individuals are perceived
by the perceiver. Social perception also involves the study of how an individual gets to
know other individuals. Research has indicated that social perception is influenced by
the characteristics of both the perceiver and the perceived. Social perception is
influenced by the:
• Personality of the perceiver
• Personal characteristics of the perceiver
• Self-esteem of the perceiver
• fact that an individual perceives others depending upon many skills and not just one
Skill.
The characteristics of the person being perceived that influence social perception:
• Status of the individual (of person being perceived)
• Role played by an individual in the organization.

The following factors help in understanding the social perceptual process in

organizations better:
Attribution
Attribution is the way in which people explain the causes for their own or others’
behavior. With the help of attribution, individuals try to understand the reasons behind
the behavior of one another and also draw conclusions about the factors that influenced
that behavior.
There are two types of attributions. They are dispositional attribution and situational
attribution. In dispositional attribution, people’s behavior is explained with the help of
internal factors such as their personality traits, their motivation, ability, etc. In
situational attribution, people’s behavior is attributed to the external factors in the
environment. These could be the social influences they are subject to, equipment being
handled, etc.

Stereotyping
Stereotyping refers to the generalization of the characteristics of all members
belonging to a certain group. People judge others based on the perception they have
about the group to which these individuals belong and do not consider the unique
characteristics of the person in question. For instance, politicians are considered to be
manipulative and corrupt. However, judging a person based upon the characteristics of
a group is unfair because every individual is unique and different from others. In the
organizational context, stereotyping often takes place based upon gender, race,
ethnicity, etc.

The Halo Effect

In the halo effect, the perceiver tends to judge a person depending upon a dominant
trait which can be either positive or negative. The various traits could be intelligence,
sociability, aggressiveness, etc. The halo effect is generally found in performance
appraisal. Often appraisers rate the performance of employees based on one particular
trait rather than by taking all aspects into consideration.

Halo effect
• is a common error made in performance appraisals
• has two components viz. true and illusory
• emphasizes only a particular trait of an employee and does not take into
account the overall picture.
• has negative consequences which have to be avoided.

Conditions under which halo effect might occur:

• when the perceiver is not familiar with certain traits or does not frequently
encounter them.
• when the traits are ambiguous and cannot be clearly expressed in behavioral
terms.
• when the traits have moral implications.
Impression management
Impression management is also referred to as ‘self-presentation.’ It is a process by
which people try to manage or control the perceptions formed by others about
themselves. Individuals might adopt various management techniques to make an
impact on others.

The Process of Impression Management

Earlier researchers attempted to study the relationship of impression management with
respect to aggression, attitude change, attributions, social facilitation, and so on.
However, in recent times, behavioral theorists have identified two components of
impression management. They are impression motivation and impression construction.

Impression motivation:
Impression motivation is usually applicable in organizations where employees try to
control the perception of managers or superiors about themselves. Impression
motivation is affected by the following factors:
• relevance that the impression has to the employees in attaining their goals.
• value of these goals to the employees.
• discrepancy between the desired image and the image which individuals believe
others already have about them in their minds.
Impression construction:
Impression construction refers to the methods and techniques adopted by the individual
in order to create the desired image in the minds of other individuals. Studies
conducted in this field have identified the following five factors which are considered
to be relevant to the type of impression people want to create:
• the self-concept
• desired and undesired identity images
• role constraints
• value of the target
• current social image of the individual.

Impression Management Strategies Used by Employees

The following are some of the impression management strategies used by employees in
organizations:
Demotion-preventative strategy
Employees use this strategy to reduce their responsibilities for a negative outcome or
to stay out of trouble. The characteristics of this strategy are:
Accounts:
The employees try to explain a negative outcome by giving excuses.
Apologies:
The employees might seek to apologize to the superior for the negative outcome.
Disassociation:
The employees might disassociate themselves from the event, if they are not
directly responsible for the outcome.
Promotion-enhancing Strategy
Employees use this strategy to increase their responsibility for a positive outcome and
try to communicate it to their superiors.

The characteristics of this strategy are:

Entitlements: If the employees feel that they have not been given due credit for a
particular outcome then they might communicate this to their superior through a formal
or informal channel.
Enhancements: It is also possible that sometimes the employees feel that their
contribution has led to a positive outcome that is much higher than the expectations of
the management. Although the employees are rewarded for such an outcome they
might still find the need for better recognition of their efforts. Thus, they might convey
this to the management.
Obstacle disclosure: Sometimes employees might convey to their superiors the
unavoidable obstacles (personal or organizational) that they had to overcome in order
to achieve the outcome.
Association: Employees might make a deliberate attempt to be seen with the right
people and in the right time in order to give an impression that they are associated with
successful projects.