2 Personality & Attitudes

8/14/2019 2 Personality & Attitudes

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What are we going to coverWhat are we going to cover

Personality

Meaning

Sources of Personality Differences

Personality Structure Personality & Behaviour

Self Concept: Self Esteem & Self- Efficacy

Locus of Control

Organisational Implications

Person Situation Interaction

Development of Personality


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What are we going to coverWhat are we going to cover

Attitude

Nature

Dimensions

Work Attitudes

Job Satisfaction

Organizational Commitment


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Personality


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What is PersonalityWhat is Personality

Latin words per sona translate to to speakthrough.

It indicates the role which the persondisplays to the public; definition of thisterm is also concerned with the person

himself.


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What is PersonalityWhat is Personality

Personality also means how people willaffect others & how they understand &view themselves, as well as their pattern

of inner & outer measurable traits & theperson situation interaction.


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Sources of PersonalitySources of PersonalityDifferencesDifferences

Personality

Heredity Environment

Culture

Family Group membership

Life experiences


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Personality of a person is determined by 2factors:

Heredity: genetic factorsEg.1 he / she is just like her father

Eg.2 study of twins

Environment: is determined by Culture

Family

Group membership

Life experiences


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Culture : Societal values, norms ofacceptable behaviour are determined byculture

Eg. US culture rewards people for beingindependent & competitive

While Japanese culture rewards people forbeing co-operative & group - oriented

But one must remember that all people donot respond to cultural influences

equally.

S f li


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Family: Immediate & extended family membersinfluence the personality of an individualby:

a. Through their own behaviours they bringout certain behaviours

b. By being role models

c. By selectively rewarding or punishing

certain behaviours

Family size, socioeconomic level, geographicalconditions, educational level in the familymatter.


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Group membership: Family, playmates,schoolmates, work groups, sports teams,social groups also influence an individuals

personality.

Life experiences: Events & experiences inlife are important determinants of

personality.


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Personality StructurePersonality Structure

Of more importance to OB are the personalitytraits i.e. the basic components ofpersonality called the big 5 personality

factors. They are:

1. Sociability or Extraversion

2. Adjustment or Emotional stability3. Conscientiousness

4. Agreeableness

5. Intellectual openness or openness toexperience


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Sociability or Extraversion

Gregarious, Shy

energetic, withdrawnassertive unassertive

Adjustment or Emotional stability

Stable Nervous

confident self-doubting

effective moody


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Conscientiousness

Responsible, Irresponsible,

neat, careless,achievement- oriented, impulsive

persistent

Agreeableness

Warm, Independent,

tactful, cold,

considerate rude


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Intellectual openness or openness to experience

Imaginative, Unimaginative,

curious, dull

original


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Personality & BehaviourPersonality & Behaviour

The linkage between Personality &Behaviour is the key to study of

Personality in Organisational Behaviour.

Self Concept: Self Esteem & Self-Efficacy:

Peoples attempt to understand themselves

is called Self Concept.

A persons self esteem has to do with his /her self-perceived competence & self-image.


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People with high self-esteem feel unique,competent, secure, empowered &connected to the people around them.

Hence people with high or low self-esteemproduce different organisationalbehaviour.

In terms of the Big 5 Personality factors,Self-esteem relates to the AdjustmentFactor.


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Self-efficacy is concerned with self-perception of how well the person cancope with the situations as they arise.

People with high self-efficacy feel capable &confident of performing well in a given

situation.


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Locus of Control:

A small questionnaire for participants:

For each of these 10 questions, indicate the extent

to which you agree or disagree, using thefollowing scale.

1 = strongly disagree

2 = disagree

3 = slightly disagree4 = neither agree nor disagree

5 = slightly agree

6 = agree

7 = strongly agree


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Locus of Control:

_______ 1. When I get what I want its usuallybecause I worked for it.

_______ 2. When I make plans I am almost certainto make them work.

_______ 3. I prefer games involving some luckover games requiring pure skill.

_______ 4. I can learn almost anything if I set mymind to it.

_______ 5. My major accomplishments are entirelydue to my hard work & ability.


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Locus of Control:

_______ 6. I usually dont set goals, because Ihave a hard time following through on them.

_______ 7. Competition discourages excellence.

_______ 8. Often people get ahead just by beinglucky.

_______ 9. On any sort of exam or competition I

like to know how well I do relative toeveryone else.

_______ 10. Its pointless to keep working onsomething thats too difficult for me.


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Locus of Control:

Refers to the extent to which individualsbelieve that they can control events

affecting them.

Internal locus of control (internals) believethat their own behaviour & actions,primarily, but not necessarily totally,determine many of the events in theirlives.


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Individuals with high external locus ofcontrol believe that chance, fate or otherpeople determine what happens to them.

Locus of control is considered to be a part ofthe Conscientiousness factor.

Evidence indicates that internals controltheir own behaviour better, are moreachievement oriented & persuade othersbetter.


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Organisational Implications :

Knowledge of important individualdifferences provides managers &employees with valuable insights & aframework that they can use to diagnoseevents & situations.


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Eg. Hewlett Packard Reed manager of ateam 2 members just didnt like each other.He tried everything for 8 months & then put

the two on different assignments & they didwell & the new team without the 2 also didwell.

Personality conflict was the problem. Reed says If the chemistry isnt right, its not going towork, as a team leader you should knowwhen it has reached the point. Its more of an

art than science.


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Person Situation Interaction:

This concept provides further understandingof OB.

Each situation is different & producesdiverse behavioural outcomes.

This last dimension of personality thussuggests that people are not static &acting the same in all situations but are

flexible & ever-changing.


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Development of PersonalityDevelopment of Personality

Heredity, environment, maturation &learning all contribute to the humanpersonality.

Daniel Levinsons work on Adult Life Stagessays that there are 4 identifiable stable

periods & 4 transitional periods in onescareer.


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Stable periods:

1. Entering the adult world (ages 22 28)2. Settling down (ages 33 40)

3. Entering middle adulthood (ages 45 50)

4. Culmination of middle adulthood (ages55 60)


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Transitional periods:

1. Age thirty transition (ages 28 33)2. Mid-life transition (ages 40 45)

3. Age fifty transition (ages 50 55)

4. Late adult transition (ages 60 65)


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Lot of individual differences has forcedLevinson to reformulate his stages & henow calls them eras (early adult, mid-life

& late adult) & includes a transition-inperiod, a period of stability & a transition-out period.

In contrast to his earlier work, this newapproach examines the interplay ofmobility & stability within each life stage.


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Halls career stage model:High

Exploration

Low

Age 15 20 25 30 35 40 45 50 55 60 65

Needs Identity Intimacy Generativity Integrity

Employ e

eworkper f

orman

ce

Trial

Establishm

ent

Advanc

emen

t

Grow

th

Maintenance

Stagnation

Decline


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Hall has developed an overall model forcareer stages.

1. First stage is of exploration. Youngemployee does a lot of self-examination& role try-outs. In this stage there are alot of job changes, very unstable &

relatively unproductive stage.

2. In this establishment stage the employeesettles down; a productive period in

ones career.


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3. Maintenance stage: person is in aproductive plateau & has concern forgenerativity concern to leave

something for the next generation. Theemployee assumes a mentor role forsubordinates.

In this stage the person either has a growthspurt or becomes stagnant & declines.


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4. In this final stage of decline, person hasa need for integrity he / she needs tofeel satisfied with his career & overall life

choices.

But laws are changing & so are the conceptsof gray power; so this last stage may

undergo drastic changes in the yearsahead.


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Attitude, Job Satisfaction,Organizational Commitment.

to be continued

Documents

2 Personality & Attitudes