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Perception in Behavior, Learning, Decision-Making

Understanding employees’ perception of the workplace and evaluating changes in it is another step toward enhancing performance quality and changing the workplace atmosphere toward a better one. It is important to motivate staff members to excel in their workplace performance. With a change in the staff members’ perception of their workplace duties, particularly the introduction of competitive elements and the integration of quality improvement principles, one will be able to build the philosophy that will ultimately lead to a shift in employees’ notion of work, their workplace, and their role in its development. Specifically, it is expected that, with a rise in the value of the workplace, staff members are expected to deliver improved results and value their job significantly higher.

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In a similar vein, alterations in staff members’ perception of learning are expected to occur. It is believed that, with the rise in the staff members’ perception of their work. They are likely to be more active learners and be more eager to acquire new competencies and skills (Tuna, Ghazzawi, Yesiltas, Tuna, & Arslan, 2016). The rationale for the described change concerns the recognition of the need to maintain competitiveness in the HR market and remain valuable for the company.

Concrete Experience and Reflective Observation

The importance of perception as the notion that shapes staff members’ attitudes toward their work responsibilities are often underestimated, which leads to a drop in quality and problems in keeping employees’ engagement rates high. The phenomenon of perception is usually defined as an employee’s understanding of their role in an organization. It is regarded as an acritical element that shapes staff members’ behavior as team members (Brougham & Haar, 2018). resulting change in the workplace dynamics and the shift toward a more responsible attitude toward one’s job and responsibilities allows for a rapid improvement in performance quality and the rise in the economic growth rates within a firm. As the experience at Bridgestone Aiken plant (BAP) has shown, individual perception plays a huge role in the levels of engagement and the quality of output in the business environment. Specifically, the current situation indicates that the staff perceives their responsibilities solely as a part of their workplace routine, without concerning themselves with the implications of their choices in the grand scheme of the company.

The observed situation needs to be changed since employees at BAP should alter their perception toward viewing their corporate experiences. Specifically, BAP, in general, and the Mixing Department, in particular, will benefit extensively from employees accepting the corporate values and viewing their performance as the steps toward accomplishing greater corporate goals and leading the firm to prosperity. It is believed that the change in the team member’s perception of their work will lead to a more mindful and responsible attitude toward their workplace tasks. The identified change, in turn, will cause some positive dynamics in the rate of workplace errors, increasing the overall rates of production quality.

Theories and Principles/Abstract Conceptualization

The notion of corporate change is a part of a larger argument concerning the juxtaposition of nature and nurture. Specifically, to prompt a successful change toward the desired outcome, a manager should understand the extent to which the inherent and external factors affect employees’ behavior. Thus, shaping the latter will become easier by altering the workplace environment and promoting the required ideas to the target population. It is important to maintain a balance between nature and nurture as the crucial influences n employees’ workplace behaviors. Specifically, it is critical to recognize the cultural values and philosophies of staff members. At the same time, the BAP will need to promote the corporate values that will encourage a positive shift in the dynamics of the team.

The integration of the Big Five Factors will allow launching a change in the context of BAP. Being based on the Trait Theory, the specified framework will help to inspire staff members to accept the required behaviors and attitudes as a part of their workplace experience (Judge & Zapata, 2015). By gauging the amount of openness, conscientiousness, extraversion, neuroticism, and agreeableness in employees, one will create the perfect setting for them to fulfill their potential. Furthermore, the specified approach will help a manager to reconcile corporate standards with the personal characteristics of staff members, thus preventing further conflicts from occurring in the corporate settings.

The theoretical frameworks for addressing the instances of incompatibility between personal perceptions and workplace standards are very numerous and diverse. For instance, the issues caused by the incompatibility between the workplace culture and the cultural background of staff members can be addressed from the tenets of the Organizational Culture Theory, which posits that companies should have a set of values geared toward the improvement of employees’ performance (Men & Robinson, 2018).

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Testing and Application/Active Experimentation

In order to incite a change in the quality levels in the Mixing Department team, a manager should prompt a change in the employees’ perception of their job and responsibilities. Applying the concepts mentioned above, one will contribute to the professional growth of staff members, encouraging them to accept different behaviors and ultimately supporting their professional growth. In addition, it is highly likely that, when performed properly, the proposed approach will help a manager to launch the process of unceasing professional growth in staff members.

By promoting the idea of lifelong learning as the foundation for their professional development, one will help the target population to evolve and acquire new competencies. Furthermore, with the emphasis on professional progress and the provision of developmental opportunities for employees, one will create an environment of support and the philosophy of talent management (Deery & Jago, 2015). Consequently, employees are likely to value the organization’s willingness to invest in their development, which will cause a positive shift in their loyalty rates. The described change in their attitudes is likely to spur an even greater change in their perception of their workplace responsibilities and the related concepts.

Moreover, the integration of the notion of the Big Five Dimensions into the BAP setting will help me as a manager to reconcile the individual perceptions of team members with the demands and values that the BAP sets. Because of the differences in the staff members’ backgrounds, skill levels, and personal characteristics, their notion of exemplary performance varies significantly. The inconsistency between their interpretation of proper work affects the overall quality of the end product. By appealing to five key characteristics of employees’ personalities, a manager will create a setting in which the principles of openness and trust will be promoted.

In addition to the acceptance of the corporate philosophy and the following change in behaviors, the introduction of the identified approach is likely to cause an increase in the efficacy of quality control since it will empower staff members to locate and report the instances of deviance in the workplace behaviors (Kluemper, McLarty, & Bing, 2015). As a result, the quality of production will rise, while the problems in the attitudes of employees will be addressed in a timelier and effective way.


Brougham, D., & Haar, J. (2018). Smart technology, artificial intelligence, robotics, and algorithms (STARA): Employees’ perceptions of our future workplace. Journal of Management & Organization, 24(2), 239-257.

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.

Judge, T. A., & Zapata, C. P. (2015). The person–situation debate revisited: Effect of situation strength and trait activation on the validity of the Big Five personality traits in predicting job performance. Academy of Management Journal, 58(4), 1149-1179.

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Kluemper, D. H., McLarty, B. D., & Bing, M. N. (2015). Acquaintance ratings of the Big Five personality traits: Incremental validity beyond and interactive effects with self-reports in the prediction of workplace deviance. Journal of Applied Psychology, 100(1), 237-255. Web.

Men, L. R., & Robinson, K. L. (2018). It’s about how employees feel! examining the impact of emotional culture on employee–organization relationships. Corporate Communications: An International Journal, 23(4), 470-491.

Tuna, M., Ghazzawi, I., Yesiltas, M., Tuna, A. A., & Arslan, S. (2016). The effects of the perceived external prestige of the organization on employee deviant workplace behavior: The mediating role of job satisfaction. International Journal of Contemporary Hospitality Management, 28(2), 366-396.

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