PD Lecture 2 individual differences-personality, ability, values, attitudes, moods, emotions,...
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Lecture 2 Individual Differences: Personality and Ability 2-1 Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Transcript of PD Lecture 2 individual differences-personality, ability, values, attitudes, moods, emotions,...
Lecture 2 Individual Differences: Personality and Ability
2-1Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
PersonalityIndividual Differences
LEARNING OUTCOMESDefine personality.Explain what determines personality and its importance to managers in term of personality job fit. Explain the personality traits. Discuss the attributes of personality. Relate aspects of personality to jobs
Learning Objectives
• Understand the nature of personality and how it is determined by both nature and nurture
• Describe the Big Five personality traits and their implication for understanding behaviour in organisations
• Appreciate the ways in which other personality traits, in addition to the Big Five, influence employees’ behaviours in organisations
• Describe the different kinds of abilities that employees use to perform their jobs
• Appreciate how organisations manage ability through selection, placement, and training
2-4Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
What is Personality ?Personality refers to individual differences incharacter, patterns of thinking, feeling and behaving.
Personality is also known as the combination ofemotional, attitudinal, and behavioural responsepatterns of an individual.
It is the sum of ways in which an individual reacts and interacts with each other.
PERSONALITY DETERMINANTS
Brain Physical Factors Heredity Factors Cultural and Religious Factors Social Factors
PERSONALITY TRAITSTHE MYER-BRIGGS TYPE INDICATOR
The Myers-Briggs Personality Type Indicator is aself-inventory test designed to identify a person'spersonality type, strengths and preferences.Four different scales:
1. Extraversion (E) - Introversion (I)
2. Sensing (S) - Intuition (N)
3. Thinking (T) - Feeling (F)
4. Judging (J) - Perceiving (P)
ATTRIBUTES OF PERSONALITYLocus of ControlMachiavellianismSelf-EsteemRisk TakingType A-Type B Personality
Locus of ControlLOCUS OF CONTROL Internal and external locus of control
Research has found the following trends:•Males tend to be more internal than females•As people get older they tend to become more internal•People higher up in organizational structures tend
to be more internal
MACHIAVELLIANISMIt refers to the degree to which an individual ispractical in his approach, maintains an emotionaldistance from others and believes that ends justify themeans.
Research has revealed that individuals who scorehigh on Mach are good at manipulating others and tryto win by any means.
They do not need to be persuaded to work butinstead are able to successfully persuade others.
SELF-ESTEEMSelf-esteem is a term used in psychology to reflect a person's overall emotional
evaluation of his or her own worth. It is a
judgement of oneself as well as an attitude toward
the self.
RISK TAKING
The tendency to engage in behaviours that have the potential to be harmful or dangerous, yet at the same
time provide the opportunity for some kind
of outcome that can be perceived as positive.
TYPE A – TYPE B PERSONALITY
.Type A personality is
associated with time urgency, aggressiveness, hostility and competitiveness
Type B personality, in contrast, is the one low on these traits.
Generally, most people fall somewhere in between these two types, some leaning more towards one type than the other.
Achieving A PERSONALITYJob Fit Theory
Hollands theory is centred on the notion that most people fit into one of six (6) personality types:
Realistic (Doer) Investigative (Thinker)
Artistic (Creator)Social (Helper)
Enterprising (Persuader)Conventional(Organizer)
Achieving A PERSONALITYJob Fit Theory
Hollands theory is centred on the notion that most people fit into one of Six(6) personality types:1. Realistic (Doer) Prefers physical activities that require skill, strength and coordination. Traits include being genuine, stable, conforming and practical. Example professions include architect, farmer and engineer.
2. Investigative (Thinker) Prefers working with theory and information, thinking, organizing and understanding. Traits include being analytical, curious and independent. Example professions include lawyer, mathematician and professor..
Achieving A PERSONALITYJob Fit Theory
Artistic (Creator) – Prefers creative, original and unsystematic activities that allow creative expression. Traits include being imaginative, disorderly, idealistic, emotional and impractical. Example professions include artist, musician and writer.
Social (Helper) – Prefers activities that involve helping, healing or developing others. Traits include being cooperative, friendly, sociable and understanding. Example professions include counsellor, doctor and teacher.
Achieving A PERSONALITYJob Fit Theory
Enterprising (Persuader) – Prefers competitive environments, leadership, influence, selling and status. Traits include being ambitious, domineering, energetic and self-confident. Example professions include management, marketing and sales person.
Conventional (Organizer) – Prefers precise, rule-regulated, orderly and unambiguous activities. Traits include being conforming, efficient, practical, unimaginative and inflexible. Example professions include accountant, clerk and editor.
What Is Personality?The unique and relatively stable
patterns of behavior, thoughts,
and emotions shown by
individuals.2-19Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
The Determinants of Personality
Nature and Nurture
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The Interaction of Personality and Situational Factors
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The Big Five Model of Personality
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Extraversion
Neuroticism
Conscientiousness
Agreeableness
Openness to Experience
A Big Five Personality Profile
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Extraversion
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Extraverts enjoy being with people, are full of energy, and often experience positive emotions.
They tend to be enthusiastic, action-oriented individuals who are likely to say "Yes!" or "Let's go!" to opportunities for excitement.
In groups they like to talk, assert themselves, and draw attention to themselves.
Extraversion-Example
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•I am the life of the party.•I don't mind being the center of attention.•I feel comfortable around people.•I start conversations.•I talk to a lot of different people at
parties.
Agreeableness
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• Agreeableness reflects individual differences in concern with cooperation and social harmony.
• Agreeable individuals value getting along with others. They are therefore considerate, friendly, generous, helpful, and willing to compromise their interests with others’.
• Agreeable people also have an optimistic view of human nature. They believe people are basically honest, decent, and trustworthy.
Agreeableness-Example
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•I am interested in people.•I feel others’ emotions.•I have a soft heart.•I make people feel at ease.•I sympathize with others’ feelings.•I take time out for others.
Conscientiousness
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• Conscientious individuals avoid trouble and achieve high levels of success through purposeful planning and persistence. They are also positively regarded by others as intelligent and reliable.
• On the negative side, they can be compulsive perfectionists and workaholics. Furthermore, extremely conscientious individuals might be regarded as stuffy and boring.
Conscientiousness-Example
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•I am always prepared.•I am exacting in my work.•I follow a schedule.•I get chores done right away.•I like order.•I pay attention to details.
Neuroticism
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• Tendency to experience negative emotions. Those who score high on Neuroticism may experience primarily one specific negative feeling such as anxiety, anger, or depression, but are likely to experience several of these emotions.
• People high in Neuroticism are emotionally reactive. They respond emotionally to events that would not affect most people, and their reactions tend to be more intense than normal. They are more likely to interpret ordinary situations as threatening, and minor frustrations as hopelessly difficult. Their negative emotional reactions tend to persist for unusually long periods of time, which means they are often in a bad mood.
• These problems in emotional regulation can diminish a neurotic's ability to think clearly, make decisions, and cope effectively with stress.
Neuroticism-Example
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•I am easily disturbed.•I change my mood a lot.•I get irritated easily.•I get stressed out easily.•I get upset easily.•I have frequent mood swings.•I often feel blue.•I worry about things.
Openness to Experience
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Personality trait that captures the extent to which an individual is original,
open to a wide variety of stimuli,
has broad interests, and is
willing to take risks as opposed to being narrow-minded and cautious
Openness to Experience
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•I am full of ideas.•I am quick to understand things.•I have a rich vocabulary.•I have a vivid imagination.•I have excellent ideas.•I spend time reflecting on things.•I use difficult words.
Applicability to Organizational Behavior
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Employees are sometimes tested on the Big Five personality traits in collaborative situations to determine what strong personality traits they can add to the group dynamic. Personality tests can also be part of the behavioral interview process when a company is hiring to determine an individual's ability to act on certain personality characteristics.
Understanding its people is as important to a company as understanding its operations and processes. Understanding what personality components drive the behavior of subordinates is a highly useful informational data point for management that can be used to determine what type of assignments should be set, how motivation should be pursued, what team dynamics may arise, and how to best approach conflict and/or praise when applicable.
Other Personality Traits Relevant to Organisations
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Locus of Control
Internal External
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External Locus of Control: Describes people who believe that fate, luck, or outside forces are responsible for what happens to them
Internal Locus of Control: Describes people who believe that ability, effort, or their own actions determine what happens to them
Self-EsteemSelf-esteem is the extent to which people have pride in themselves and their capabilities
• People with high self-esteem feel capable, confident, and worthy.
• Those with low self-esteem have questionable self-worth, doubt, and apprehension about their ability to succeed.
High Low
2-37Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
Type A vs. Type B PersonalityType A individuals have an
intense desire to achieve, are extremely competitive, have a sense of urgency, are impatient, and can be hostile
Type B individuals are more relaxed and easygoing
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The Nature of Ability• Ability: The mental or physical capacity
to do something.• Ability determines the level of
performance an employee can achieve.• Types of ability
Cognitive ability Physical ability
• Motor skill• Physical skill
Emotional intelligence2-39Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall
1. Cognitive Ability
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Types of Cognitive Ability
2. Physical Ability
• Two types of physical ability: Motor skill: the ability to
physically manipulate objects in an environment
Physical skill: a person’s fitness and strength.
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The Determinants of Cognitive and Physical Abilities
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Management of Ability
Selection
Placement Training
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Personality Test
http://www.youthink.com/quiz.cfm?obj_id=124804
http://psychcentral.com/quizzes/personality.htm
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Questions(Personality)
1. Explain what determines personality?2. What were the six personality types
identified by Holland?3. Why is it important to match between
personality and the career an individual chooses?
4. “Heredity determines personality” Provide your arguments.
Values, Attitutes, Moods and Emotions
The Nature of Values Values are one’s personal convictions
about what one should strive for in life and how one should behave
Work values and ethical values are the two most related to organizational behavior.
WorkValues
EthicalValues
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Values in the Workplace
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Values
Work Values Ethical Values
Intrinsic Work
Values
Extrinsic Work
Values
JusticeValues
UtilitarianValues
Moral RightsValues
A Comparison of Intrinsic and Extrinsic Work Values
Extrinsic ValuesHigh payJob securityJob benefitsStatus in wider
communitySocial contactsTime with familyTime for hobbies
Intrinsic ValuesInteresting workChallenging workLearning new
thingsMaking important
contributionsResponsibility and
autonomyBeing creative
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What is Attitude?
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Attitudes are a person’s feelings about objects, events or other people.
An attitude is an expression of some degree of favorableness or unfavorableness toward the particular situation or object at hand.
They basically portray how we feel towards a situation and they are reflected in our reactions to the situation.
***Therefore organizations are particular about and pay special attention to the attitudes of employees as their attitudes would be reflected by their behaviours and affect their work outcome and productivity
Components of Work Attitudes
Affective Component
Behavioral Component
Cognitive Component Work Attitudes
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Components of Attitude
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Three (3) basics components of attitudes:
CognitiveReflects the underlying beliefs, opinions, knowledge or information that a person has.
AffectiveRefer to a person’s specific feelings regarding the personal impact of a cognitive component
BehaviouralAlso known as the cognitive component, this reflects a person’s intention to behave in a certain way
Job Satisfaction• Job satisfaction (the collection of
feelings and beliefs that people have about their current jobs) is one of the most important and well-researched work attitudes in organizational behavior.
• Job satisfaction affects a wide range of behaviors and contribute to employees’ levels of well-being.
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Determinants of Job Satisfaction
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JobSatisfaction
Pay and Benefits
The Nature of the Job
Opportunities for Promotions
Supervisors and managers
Co-workers and office
matesCombination of all factors
Effects of Job Satisfaction
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Promotes good health as employees have less stress.
Helps create good working relationships among office staff and organization members.
Creates healthy working culture whereby employees think strategically toward the organization’s benefit
Develops a learning organization that promotes knowledge management and sharing among employees.
Allows employees to enjoy quality of life during and after working hours.
Expressing Job Dissatisfaction
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Being aggressive in communication and
interaction.
Portraying self-centred behavior.
Disrespecting office mates and co-workers
Playing truant at work.
Avoiding social activities within the office and
organization.
Criticizing in umproductive manner
Leaving the organization.
Work MoodsPositiveExcitedEnthusiasti
cActiveStrongPeppyElated
NegativeDistressedFearfulScornfulHostileJitteryNervous
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Sources of Emotions and Moods•Personality•Weather•Stress•Social activities•Sleep•Exercise•Age•Gender
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EmotionsEmotions: Intense, short-lived
feelings that are linked to specific cause or antecedent
Researchers have identified basic emotions that have universal nonverbal expressions such as anger, disgust, sadness, fear, surprise, happiness, and pride.
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Values, Attitudes, Moods, and Emotions
Values(most stable)
Attitudes(moderately stable)
Moodsand Emotions(most changing)
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Exhibit 3.4
Revision Questions• Describe the Big Five personality traits and their
implication for understanding behavior in organizations.
• Describe the different kinds of abilities that employees use to perform their jobs.
• Identify three of the organizationally relevant personality traits you think would affect performance on this job, and expalin why you think they are likely to be important.
• How can an organization train jobholders to raise levels of these abilities?
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