selective perception

Examples of selective perception in the following topics:

• The Perceptual Process

  • Personality - Personality traits influence how a person selects perceptions.
  • Motivation - People will select perceptions according to what they need in the moment.
  • The person will select perceptions in a way that fits with what they found in the past.
  • Motion - A moving perception is more likely to be selected.
  • After certain perceptions are selected, they can be organized differently.

• Gender and Diversity

  • These barriers include filtering, selective perception, information overload, emotions, language, silence, communication apprehension, gender differences, and political correctness.

• Cognitive Biases

  • The ways in which we distort our perception are particularly relevant for managers because they make many decisions, and deal with many people making assessments an judgments, on a daily basis.
  • Managers must be aware of their own logical and perceptive fallacies and the biases of others.
  • Framing - It is quite easy to be right about everything if you carefully select the context and perspective on a given issue.
  • Statistical confidence intervals are useful in mitigating this perceptive distortion.
  • Analyze the complex cognitive patterns that can complicate employee perception and behavior

• Personal Biases

  • Often times called selective search for evidence, confirmation bias occurs when decision makers seek out evidence that confirms their previously held beliefs, while discounting or diminishing the impact of evidence in support of differing conclusions.
  • Basically, it is the perception that if someone demonstrates well in a certain area, then they will automatically perform well at something else regardless of how interconnected the tasks are.

• Time Pressure as a Barrier to Decision Making

  • All decisions are time-bound in the sense that we do not have an infinite amount of time to make a selection.
  • There is evidence that suggests the perception of time pressure may impact decision quality.

• Arguments for and against Corporate Social Responsibility

  • Part of the critics' argument is that managers should not select social causes on behalf of a diverse set of owners.
  • Critics view these as misleading, even cynical, attempts to shape public perception about a company without its actually having to benefit the environment.

• Expectancy Theory

  • Vroom proposed that a person decides to behave in a certain way, selecting one behavior over other behaviors, based on the expected result of the selected behavior.
  • Factors associated with the individual's expectancy perception are competence, goal difficulty, and control.

• Competitive Dynamics

  • Competitor analysis requires the specific selection of key success factors within an industry.
  • For example, consider that customer service, quality, and brand perception are the key success factors in retail fashion.

• Employee Selection

  • However, it most commonly refers to the selection of workers.
  • A selection system should depend on job analysis.
  • This ensures that the selection criteria are job related and propose value additions for the organization.
  • The selection ratio (SR) is the number of job openings (n) divided by the number of job applicants (N).
  • Break down the human resource selection process as organizations pursue new employee talent

• Impression Management

  • Impression management is a goal-directed conscious or unconscious process in which people attempt to influence the perceptions of others.
  • Organizations put forward a self-proclaimed (and strategized and refined) organizational perception.
  • This is most commonly referred to as brand image or brand perception.
  • The idea that perception is reality is the basis for this sociological and social psychology theory.
  • Perception of an individual—a manager or employee—fundamentally shapes how the public perceives an organization and its products.