This chapter details the authors attempt to improve organization performance through investigating of cognitive and effective domains of human. The chapter mainly dwells on the three basic domains of personality, perception and attribution. At the start, the paper describes personality theory as factor that is mainly influenced by heredity and the environment. The paper recommends that mangers need to carry out personal personality measure in order to adjust well in the organization (Ashkanasy, 2002). This approach will enable him/her to apply effectively utilizes personality theory in the organization and understands that his/her team members have diver’s personality. The author believes that personality is the main characteristic that affects individual’s behaviour. Another important aspect that is described by the paper is concept of perception. The author, through articulate voice, describes perception as the way an individual view things around. It involves the use of five basic senses. The author believes that, in order to evaluate organization performance, mangers need to evaluate the employee`s behaviour based on their perception. Perception encompasses all the socio-cultural and economic interception in the organization. The author in his own view believes that perception is one of the core drivers of organization performance. However, mangers needs to be exclusively careful in dealing with the barriers of perception such as stereotyping, self-fulfilling prophesies and first impression error in order to accept all team members in the organization (Gail, 2005). The author further expands that attrition is one`s judgement about on audience perception. It mainly focuses on the forces that caused an individual to create a given scenario. The attrition pattern varies from each individual and may be caused by both the external and internal factors. The attrition theory have greater mandate on the individual performance in the organization. Managers need to be careful enough in order not to create fundamental attrition errors in an organization (Charness, 2002). In conclusion, the chapter provides the most important concerns and reciprocity that plays vital role in an organization performance.
References
Ashkanasy, N. M. (2002). Studies of cognition and emotion in organisations: Attribution, affective events, emotional intelligence and perception of emotion. Australian Journal of Management, 27, 11-20.
Charness, G. (2002). Attribution and reciprocity in an experimental labor market. Rochester: Social Science Research Network. doi:http://dx.doi.org/10.2139/ssrn.274192
Gailey, J. A., & Lee, M. T. (2005). An integrated model of attribution of responsibility for wrongdoing in organizations*. Social Psychology Quarterly, 68(4), 338-358. Retrieved from http://search.proquest.com/docview/212701905?accountid=1611
