Organizational Behavior Lecture 4 Dr. Amna Yousaf PhD (HRM) University of Twente, the Netherlands

Organizational BehaviorOrganizational Behavior

Lecture 4 Dr. Amna YousafPhD (HRM)

University of Twente, the Netherlands

Recap Lecture 3Recap Lecture 3

Main Components of Attitudes Does behavior always follow from attitudes What are major job attitudes Measuring job satisfaction How satisfied people are with their jobs? Impact of satisfied and dissatisfied people on

workplace Job satisfaction and National culture

Personality and OutcomesPersonality and OutcomesPersonality and OutcomesPersonality and Outcomes

Lecture 4

Lecture Outline Lecture Outline

What is personality and personality traits? Measuring Personality Determinants of Personality

– Heredity– Environmental– Situational

The Myers-Briggs Type Indicator Big-Five Personality Traits Personality Traits and outcomes Core self-evaluations

– Self esteem– Locus of control

4CHAPTER SEVEN

OutlineOutline

Other personality traits– Machiavellianism (Mach)

– Self-Monitoring– Risk-Taking– Type A and Type B personality– Proactive Personality– Self-Efficacy– Political Skills

Person-Job Fit Conclusions

© 2007 Prentice Hall Inc. All rights reserved.


What is Personality?What is Personality?

Personality

The sum total of ways in which an individual reacts and interacts with others; measurable traits a person exhibits.

Personality Traits

Enduring characteristics that describe an individual’s behavior.

Measuring PersonalityMeasuring Personality

Self-Reports– Impression management– Accuracy-bad mood of candidate

Observer-Ratings Results strongly correlated

– Unique information of employee in both measures


Personality DeterminantsPersonality Determinants

Heredity– Factors determined at conception such as

physical stature, facial attractiveness, gender, temperament, muscle composition, reflexes, energy level strongly determined by who your parents are.

– Research findings on twins that lived 39 years apart and at 45 miles of distance

• Same car, color, same brand cigarettes, regularly vaccinated from same place, same named dogs .

– Personality changes over time but in same rank order

• If you are more dependable than your siblings at age 10…..



The Myers-Briggs Type IndicatorThe Myers-Briggs Type Indicator

Personality Types

• Extraverted vs. Introverted (E or I)

• Sensing vs. Intuitive (S or N)

• Thinking vs. Feeling (T or F)

• Judging vs. Perceiving (P or J)

Score is a combination of all four (e.g., ENTJ)

Personality Types

• Extraverted vs. Introverted (E or I)

• Sensing vs. Intuitive (S or N)

• Thinking vs. Feeling (T or F)

• Judging vs. Perceiving (P or J)

Score is a combination of all four (e.g., ENTJ)

Myers-Briggs Type Indicator (MBTI)

A personality test that taps four characteristics and classifies people into 1 of 16 personality types.

Commonly used Apple, AT &T, GE, hospitals and educational institutions.


Extraverted individuals are outgoing, sociable and assertive. Introverts are quiet and shy.

Sensing types are practical and prefer routine and order. They focus on details. Intuitive rely on unconscious processes and look at the “big picture”.

Thinking types use reason and logic to handle problems. Feeling types rely on their personal values and emotions.

Judging types want control and prefer order and structure. Perceiving types are flexible and spontaneous.



INTJs are visionaries. Original minds and great drives for their own ideas and purposes. They are skeptical, critical, determined and often stubborn.

ESTJs are organizers. They are realistic, logical, analytical and decisive. They like to organize and run activities

ENTP type is a conceptualizes. They are innovative, entrepreneurial, attracted to new ideas, individualistic and versatile. Tend to solve challenging problems , may neglect routine tasks.



Meyers-Briggs, ContinuedMeyers-Briggs, Continued

A Meyers-Briggs score– Can be a valuable tool for self-awareness and

career guidance

BUT– Should not be used as a selection tool because

it has not been related to job performance!!! Valid measure? Forces people to be extravert or

introvert..


The Big Five Model of Personality DimensionsThe Big Five Model of Personality Dimensions

ExtroversionSociable, gregarious, and assertive

AgreeablenessGood-natured, cooperative, and trusting.

ConscientiousnessResponsible, dependable, persistent, and organized.

Openness to ExperienceCurious, imaginative, artistic, and sensitive

Emotional StabilityCalm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).

Big Five and Behavior at WorkBig Five and Behavior at Work

Of all, emotional stability most strongly related to job satisfaction, life satisfaction and low stress levels and fewer health complaints.

Compared to introverts, extraverts tend to be happier in their jobs. More expressive. Perform better in jobs that require significant interpersonal interaction. More socially dominant.

Individuals high on openness to experience show increased learning, more creative, more flexible and autonomous, better training performance, more adaptable to change.


Big Five and Behavior at WorkBig Five and Behavior at Work

Individuals high on Agreeableness are better happy than disagreeable people. They are better liked, more compliant and rule abiding. Less likely to engage in organizational deviance. – Downside of agreeableness is lower career

success especially earnings as they are poor negotiators and concerned with pleasing others.

Conscientiousness related to greater effort and persistence, more drive and discipline; higher performance. Downside: because of organizaed and structured these people are not that adaptable.



Major Personality AttributesMajor Personality Attributes

Core Self-evaluation: degree to which people like or dislike themselves. People with negative self evaluations tend to dislike themselves and question their capabilities, view themselves as powerless. Positive core self evaluations lead to job satisfaction and performance

What if people are self confident but incompetent?

– A study of Fortune 500 CEOs found many are over confident and make bad decisions.


Core Self-Evaluation: Two Main ComponentsCore Self-Evaluation: Two Main Components

•Self Esteem

Individuals’ degree of liking or disliking themselves.

•Locus of Control

The degree to which people believe they are masters of their own fate.

•Internals (Internal locus of control) Individuals who believe that they control what happens to them. •Externals (External locus of control)Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.


MachiavellianismMachiavellianism

Machiavellianism (Mach)

Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.

•High Machs manipulate more, persuade more. Yet High Mach outcomes are moderated by situational factors

•they are more effective when they interact face to face with others than indirectly.

•When situation has minimul number of rules and regulations thus allowing latitude for manipulation.

Machiavellianism (Mach)Machiavellianism (Mach)

• Whether high Machs make good employees depends on nature of jobs. Jobs requiring more bargaining skills where ends justify means such as commission based; high Machs will perform better.



NarcissismNarcissism

A Narcissistic Person

•Has high sense of self-importance

•Requires excessive admiration

•Has a sense of entitlement

•Is arrogant

•Tend to be selfish and exploitative

•Tend to believe others are for their benefits

•Tends to be rated as less effective

•Tend to treat others as inferiors

•Supervisors report them to be worse leaders.

•Can depict lower OCB resultantly


Self-Monitoring Self-Monitoring

Self-Monitoring

A personality trait that measures an individual’s ability to adjust his or her behavior to external, situational factors.

• Receive better performance ratings

• Tend to adjust their behavior to situations. They can hide their true dispositions according to situations.

• Likely to emerge as leaders

• Show less commitment to their organizations

• Tend to be more mobile in their careers, receive more promotions both internal and cross organizational

• More likely to occupy central positions.

• Receive better performance ratings

• Tend to adjust their behavior to situations. They can hide their true dispositions according to situations.

• Likely to emerge as leaders

• Show less commitment to their organizations

• Tend to be more mobile in their careers, receive more promotions both internal and cross organizational

• More likely to occupy central positions.


Risk-TakingRisk-Taking

High Risk-taking Managers– Make quicker decisions– Use less information to make decisions– Operate in smaller and more entrepreneurial

organizations Low Risk-taking Managers

– Are slower to make decisions– Require more information before making

decisions– Exist in larger organizations with stable

environments


Personality TypesPersonality TypesType A’s1. are always moving, walking, and eating rapidly;2. feel impatient with the rate at which most events take place;3. strive to think or do two or more things at once;4. cannot cope with leisure time;5. are obsessed with numbers, measuring their success in

terms of how many or how much of everything they acquire.

Type B’s1. never suffer from a sense of time urgency with its

accompanying impatience;2. feel no need to display or discuss either their achievements

or accomplishments;3. play for fun and relaxation, rather than to exhibit their

superiority at any cost;4. can relax without guilt.


Personality TypesPersonality Types

Proactive Personality

Identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.

Creates positive change in the environment, regardless or even in spite of constraints or obstacles.

Positively related to career success, organizational and occupational commitment, better performance, actual advancement in salary and promotions, job search success, OCB and team effectiveness.

They maintain vigilance, actively seek out new possibilities, new solutions,

Self-EfficacySelf-Efficacy

Individual’s self confidence to do good in different tasks/situations

Relationship with employee outcomes– Direct and mediated– Partly stable personality trait


Self-Efficacy - determinantsSelf-Efficacy - determinants

Mastery Orientation– If you have done a task in the past, your slef

efficacy to perform will be higher Vicarious modeling

– Some one similar to you doing a task increases your confidence of doing it

• some one else loosing weight• Some one of same handicap as you playing golf

Verbal persuasion– Some one convinces you that you have necessary

skills to do some task. Motivational speakers use this tactic

Arousal– Energized state to do a task.


Political SkillsPolitical Skills

Ability to be interpersonally effective, astute, sociable and adjustable to external demands in ways that looks sincere, inspire trust and support and effectively influence others. – If supervisor values competence, reasoning may

be used. If supervisor values loyalty coalition building may be emphasized

Better social networks, links, capability to attract external funding create positive situations and mould environments..

Not simply trait based. Can be learned



Which of the following is not a typical

personality trait considered to be

organizationally relevant?

Locus of controlLocus of control

Self-monitoringSelf-monitoring

Self-enhancingSelf-enhancing

Self esteemSelf esteem

Machiavellianism Machiavellianism

Chapter Check-Up: Personality

Discuss with your neighbor how each of the three traits above would

influence a college instructor’s behavior, and where you think your

teacher falls with respect to each of them.



Alison arrives to class and realizes that she’s Alison arrives to class and realizes that she’s

forgotten her homework to turn in. She says “Oh forgotten her homework to turn in. She says “Oh

man, it’s just not my lucky day today.” Alison man, it’s just not my lucky day today.” Alison

has ______________.has ______________.

Alison has a high external locus of control. Alison believes that

things outside of her control determine what happens.

If Alison works on a team with you, and you have a very

high internal locus of control, what kinds of discussions

do you think the two of you might have? Discuss with a

friend.


Julia is known for being a go-getter. She never leaves a task

incomplete, and is involved in a number of activities. Moreover,

she’s at the top of her class. She’s so busy that sometimes,

she forgets to stop and eat lunch. Julia can be easily

characterized as someone that has/is a Type ____ Personality.


A


Julia is also likely to not be very

• Happy?

• Fun?

• Creative?

• Stressed?


In general, Type A’s are rarely creative because they generally don’t allocate the necessary time for new solution development; they usually rely on past experiences to solve problems in order to be speedy.


Achieving Person-Job FitAchieving Person-Job Fit

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality Types

• Realistic

• Investigative

• Social

• Conventional

• Enterprising

• Artistic

Personality-Job Fit Theory (Holland)

Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover.

A realistic person will be more congruent in a realistic job than a realistic person in an investigative job.

Alike social people and conventional people should be in social and conventional jobs


Holland’s Typology of Personality

andCongruent

Occupations

Holland’s Typology of Personality

andCongruent

Occupations

E X H I B I T 4–8E X H I B I T 4–8

Person-Organization FitPerson-Organization Fit

Extraverted individuals should be in team oriented cultures

Agreeable individuals should be in supportive organizational cultures

Open individuals should be in innovative organizational cultures rather than focusing standardization.


Thank You


Documents

Organizational Behavior Lecture 4 Dr. Amna Yousaf PhD (HRM) University of Twente, the Netherlands