41
Organizational Organizational Behavior, 9/E Behavior, 9/E Schermerhorn, Hunt, Schermerhorn, Hunt, and Osborn and Osborn Prepared by Michael K. McCuddy Valparaiso University John Wiley & Sons, Inc.

Individual Differences and Personality

  • Upload
    nidhi26

  • View
    60

  • Download
    1

Embed Size (px)

DESCRIPTION

Managing Diversity at WorkplaceBehavioral Science

Citation preview

Page 1: Individual Differences and Personality

Organizational Organizational Behavior, 9/EBehavior, 9/E

Schermerhorn, Hunt, and Schermerhorn, Hunt, and OsbornOsborn

Prepared by

Michael K. McCuddy

Valparaiso University

John Wiley & Sons, Inc.

Page 2: Individual Differences and Personality

Organizational Behavior: Chapter 4 2

Chapter 4 Study Questions

What is personality?How do personalities differ?What are value and attitude differences

among individuals, and why are they important?

What are individual differences and how are they related to workforce diversity?

Page 3: Individual Differences and Personality

Organizational Behavior: Chapter 4 3

Study Question 1: What is personality?

Personality.– The overall profile or combination of

characteristics that capture the unique nature of a person as that person reacts and interacts with others.

– Combines a set of physical and mental characteristics that reflect how a person looks, thinks, acts, and feels.

– Predictable relationships are expected between people’s personalities and their behaviors.

Page 4: Individual Differences and Personality

Organizational Behavior: Chapter 4 4

Study Question 1: What is personality?

Page 5: Individual Differences and Personality

Organizational Behavior: Chapter 4 5

Study Question 1: What is personality? Heredity and environment.

– Heredity sets the limits on the development of personality characteristics.

– Environment determines development within these limits. 

– About a 50-50 heredity-environment split.– Cultural values and norms play a substantial role in

the development of personality.– Social factors include family life, religion, and many

kinds of formal and informal groups.– Situational factors reflect the opportunities or

constraints imposed by the operational context.

Page 6: Individual Differences and Personality

Organizational Behavior: Chapter 4 6

Study Question 1: What is personality?

Page 7: Individual Differences and Personality

Organizational Behavior: Chapter 4 7

Study Question 1: What is personality?

Personality and the self-concept.– Personality dynamics.

• The ways in which an individual integrates and organizes social traits, values and motives, personal conceptions, and emotional adjustments.

– Self-concept.• The view individuals have of themselves as

physical, social, and spiritual or moral beings.• Self-esteem.• Self-efficacy.

Page 8: Individual Differences and Personality

Organizational Behavior: Chapter 4 8

Study Question 2: How do personalities differ? “Big Five” personality dimensions.

– Extraversion• Being outgoing, sociable, assertive.

– Agreeableness.• Being good-natured, trusting, cooperative.

– Conscientiousness.• Being responsible, dependable, persistent.

– Emotional stability.• Being unworried, secure, relaxed.

– Openness to experience.• Being imaginative, curious, broad-minded.

Page 9: Individual Differences and Personality

Organizational Behavior: Chapter 4 9

Study Question 2: How do personalities differ?

Social traits.

– Surface-level traits that reflect the way a

person appears to others when interacting in

various social settings.

– An important social trait is problem-solving

style.

• The way a person goes about gathering and

evaluating information in solving problems and

making decisions.

Page 10: Individual Differences and Personality

Organizational Behavior: Chapter 4 10

Study Question 2: How do personalities differ?

Information gathering in problem solving.

– Getting and organizing data for use.

– Sensation-type individuals prefer routine and

order and emphasize well-defined details in

gathering information.

– Intuitive-type individuals like new problems

and dislike routine.

Page 11: Individual Differences and Personality

Organizational Behavior: Chapter 4 11

Study Question 2: How do personalities differ?

Information evaluation in problem solving.– Making judgments about how to deal with

information once it has been collected. – Feeling-type individuals are oriented toward

conformity and try to accommodate themselves to other people.

– Thinking-type individuals use reason and intellect to deal with problems and downplay emotions.

Page 12: Individual Differences and Personality

Organizational Behavior: Chapter 4 12

Study Question 2: How do personalities differ?

Page 13: Individual Differences and Personality

Organizational Behavior: Chapter 4 13

Study Question 2: How do personalities differ?

Personal conception traits.– The way individuals tend to think about their

social and physical settings as well as their major beliefs and personal orientation.

– Key traits.• Locus of control.• Authoritarianism/dogmatism.• Machiavellianism.• Self-monitoring.

Page 14: Individual Differences and Personality

Organizational Behavior: Chapter 4 14

Study Question 2: How do personalities differ?

Locus of control.– The extent to which a person feels able to

control his/her own life.– Externals.

• More extraverted in their interpersonal relationships and more oriented toward the world around them.

– Internals.• More introverted and more oriented towards their

own feelings and ideas.

Page 15: Individual Differences and Personality

Organizational Behavior: Chapter 4 15

Study Question 2: How do personalities differ?

Page 16: Individual Differences and Personality

Organizational Behavior: Chapter 4 16

Study Question 2: How do personalities differ?

Authoritarianism/dogmatism.

– Authoritarianism.

• Tendency to adhere rigidly to conventional values

and to obey recognized authority.

– Dogmatism.

• Tendency to view the world as a threatening place.

Page 17: Individual Differences and Personality

Organizational Behavior: Chapter 4 17

Study Question 2: How do personalities differ? People with a high-Machiavellian personality:

– Approach situations logically and thoughtfully.

– Are capable of lying to achieve personal goals.– Are rarely swayed by loyalty, friendships, past

promises, or others’ opinions.– Are skilled at influencing others.– Try to exploit loosely structured situations.– Perform in a perfunctory or detached manner

in highly structured situations.

Page 18: Individual Differences and Personality

Organizational Behavior: Chapter 4 18

Study Question 2: How do personalities differ?

People with a low-Machiavellian personality:

– Accept direction imposed by others in loosely structured situations.

– Work hard to do well in highly structured situations.

– Are strongly guided by ethical considerations.

– Are unlikely to lie or cheat.

Page 19: Individual Differences and Personality

Organizational Behavior: Chapter 4 19

Study Question 2: How do personalities differ?

Self-monitoring.– A person’s ability to adjust his/her behavior to

external situational factors.– High self-monitors.

• Sensitive to external cues.• Behave differently in different situations.

– Low self-monitors.• Not sensitive to external cues.• Not able to disguise their behaviors.

Page 20: Individual Differences and Personality

Organizational Behavior: Chapter 4 20

Study Question 2: How do personalities differ?

Emotional adjustment traits.– How much an individual experiences distress

or displays unacceptable acts.– Type A orientation.

• Characterized by impatience, desire for achievement, and perfectionism.

– Type B orientation.• Characterized as more easygoing and less

competitive in relation to daily events.

Page 21: Individual Differences and Personality

Organizational Behavior: Chapter 4 21

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Values.– Broad preferences concerning appropriate

courses of action or outcomes.– Values influence behavior and attitudes.– Parents, friends, teachers, and external

reference groups can influence individual values.

– Values develop as a product of learning and experiences.

Page 22: Individual Differences and Personality

Organizational Behavior: Chapter 4 22

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Pick up Figure 4.5 from the textbook.

Page 23: Individual Differences and Personality

Organizational Behavior: Chapter 4 23

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Gordon Allport’s values categories.– Theoretical values.– Economic values.– Aesthetic values.– Social values.– Political values.– Religious values.

Page 24: Individual Differences and Personality

Organizational Behavior: Chapter 4 24

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Maglino’s categories of workplace values.– Achievement.– Helping and concern for others.

– Honesty.

– Fairness.

Page 25: Individual Differences and Personality

Organizational Behavior: Chapter 4 25

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Attitudes.

– Are influenced by values and are acquired

from the same sources as values.

– Are more specific and less stable than values.

– An attitude is a predisposition to respond in a

positive or negative way to someone or

something in one’s environment.

Page 26: Individual Differences and Personality

Organizational Behavior: Chapter 4 26

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Page 27: Individual Differences and Personality

Organizational Behavior: Chapter 4 27

Study Question 3: What are value and attitude differences among individuals, and why are they important?

The attitude-behavior relationship is

stronger when:

– Attitudes and behaviors are more specific.

– There is freedom to carry out the behavioral

intent.

– The person has experience with the attitude.

Page 28: Individual Differences and Personality

Organizational Behavior: Chapter 4 28

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Attitudes and cognitive consistency.– Cognitive dissonance.

• Describes a state of inconsistency between an individual’s attitudes and his or her behavior.

– Cognitive dissonance can be reduced by:• Changing the underlying attitude.• Changing future behavior.• Developing new ways of explaining or

rationalizing the inconsistency.

Page 29: Individual Differences and Personality

Organizational Behavior: Chapter 4 29

Study Question 3: What are value and attitude differences among individuals, and why are they important?

Attitudes and cognitive consistency (cont.).

– Dissonance reduction choices are influenced

by:

• The degree of control a person has over the

situation.

• The magnitude of the rewards involved.

Page 30: Individual Differences and Personality

Organizational Behavior: Chapter 4 30

Study Question 4: What are individual differences and how are they related to workforce diversity?

Workforce diversity.– The presence of individual human

characteristics that make people different from one another.

Challenge of workforce diversity.– Respecting individuals’ perspectives and

contributions and promoting a shared sense of organizational vision and identity.

Page 31: Individual Differences and Personality

Organizational Behavior: Chapter 4 31

Study Question 4: What are individual differences and how are they related to workforce diversity?

As workforce diversity increases, the

possibility of stereotyping and

discrimination increases.

– Demographic characteristics may serve as the

basis for stereotypes.

Page 32: Individual Differences and Personality

Organizational Behavior: Chapter 4 32

Study Question 4: What are individual differences and how are they related to workforce diversity?

Equal employment opportunity.

– Nondiscriminatory employment decisions.

• No intent to exclude or disadvantage legally

protected groups.

– Affirmative action.

• Remedial actions for proven discrimination or

statistical imbalance in workforce.

Page 33: Individual Differences and Personality

Organizational Behavior: Chapter 4 33

Study Question 4: What are individual differences and how are they related to workforce diversity?

Demographic characteristics.– The background characteristics that help shape what a

person becomes. Important demographic characteristics for the

workplace.– Gender.– Age.– Able-bodiedness.– Race.– Ethnicity.

Page 34: Individual Differences and Personality

Organizational Behavior: Chapter 4 34

Study Question 4: What are individual differences and how are they related to workforce diversity?

Gender.– No consistent differences between men and

women in:• Problem-solving abilities.• Analytical skills.• Competitive drive.• Motivation.• Learning ability.• Sociability.

Page 35: Individual Differences and Personality

Organizational Behavior: Chapter 4 35

Study Question 4: What are individual differences and how are they related to workforce diversity?

Gender (cont.).

– As compared to men, women:

• Are more conforming.

• Have lower expectations of success.

• Have higher absenteeism.

• Are more democratic as leaders.

Page 36: Individual Differences and Personality

Organizational Behavior: Chapter 4 36

Study Question 4: What are individual differences and how are they related to workforce diversity?

Age.

– Aging workforce.

– Older workers are more susceptible to stereotyping.

– Age discrimination lawsuits are increasingly common

in the United States.

– Small businesses tend to value older workers.

– Experienced workers, who are usually older, tend to

perform well, be absent less, and have low turnover.

Page 37: Individual Differences and Personality

Organizational Behavior: Chapter 4 37

Study Question 4: What are individual differences and how are they related to workforce diversity?

Able-bodiedness.

– Despite evidence of effective job performance,

most disabled persons are unemployed.

– Most disabled persons want to work.

– More firms are likely to hire disabled workers

in the future.

Page 38: Individual Differences and Personality

Organizational Behavior: Chapter 4 38

Study Question 4: What are individual differences and how are they related to workforce diversity?

Racial and ethnic groups.– African Americans, Asian Americans, and

Hispanic Americans make up an ever-increasing percentage of the American workforce.

– Potential for stereotypes and discrimination can adversely affect career opportunities.

– Race cannot be a BFOQ.

Page 39: Individual Differences and Personality

Organizational Behavior: Chapter 4 39

Study Question 4: What are individual differences and how are they related to workforce diversity?

Important lessons regarding demographic

characteristics.

– Respect and deal with the needs and concerns

of people with different demographics.

– Avoid linking demographics to stereotypes.

– Demography is not a good indicator of

individual-job fits.

Page 40: Individual Differences and Personality

Organizational Behavior: Chapter 4 40

Study Question 4: What are individual differences and how are they related to workforce diversity?

Aptitude.

– A person’s capability of learning something.

Ability.

– A person’s existing capacity to perform the

various tasks needed for a given job.

– Includes relevant knowledge and skills.

Page 41: Individual Differences and Personality

Organizational Behavior: Chapter 4 41

COPYRIGHT

Copyright 2005 © John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein.