Personality n Attitudes-session5

8/2/2019 Personality n Attitudes-session5

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PersonalityPersonality&&

AttitudesAttitudes

Tehzeeb Sakina Amir IU Summer 2011OB Session 5


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PersonalityPersonality

Albert Gordon Albert GordonPersonality is the dynamic organizationPersonality is the dynamic organization

within the individualwithin the individual of thoseof those psychological

psychologicalsystemsy

stem that determines histhat determines his uniqueuniq

ueadjustmentadj

ustment to histo his environmentenvironment ..It is theIt is the sumsum total of ways an individualtotal of ways an individualreactsreacts to andto and interactsinteracts with others.with others.Personality isPersonality is measurablemeasurable - traits- traits


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PersonalityPersonality

Relatively stable set of psychological andRelatively stable set of psychological andbehavioral attributes that differentiates onebehavioral attributes that differentiates oneperson from another.person from another.

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Personality DeterminantsPersonality Determinants

Heredity

Environment

Situation


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Personality TraitsPersonality Traits

ACTIVE

EASYGOING

SHY

RIGIDANGRY

LAZY

CONFIDENT

OUTGOINGRELAXED

TOUGH

CREATIVE

BRAVE

Characteristics that describe an individuals behaviour, theyare exhibited in a large number of situation


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Big-Five Personality ModelBig-Five Personality ModelFive broad trait factors:Five broad trait factors:

Openness to experienceOpenness to experience imaginative, intelligent, simple etc imaginative, intelligent, simple etc aa

persons rigidity of beliefs and range of interests.persons rigidity of beliefs and range of interests.

ConscientiousnessConscientiousness careful, organized, planful careful, organized, planful the number of goalsthe number of goals

which a person can focus.which a person can focus.

ExtraversionExtraversion active, quiet, shy, talkative, energetic etc active, quiet, shy, talkative, energetic etc a personsa persons

comfort level with relationships.comfort level with relationships.

AgreeablenessAgreeableness kind, affectionate, unfriendly, sympathetic etc kind, affectionate, unfriendly, sympathetic etc abilityabilityto get along with others.to get along with others.

Neuroticism (emotional stability)Neuroticism (emotional stability) anxious, tense, nervous etc anxious, tense, nervous etc thethe

extent to which person is poised, calm , resilient and secure.extent to which person is poised, calm , resilient and secure.


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Big-Five Personality ModelBig-Five Personality ModelExtraversionExtraversion (E) Versus(E) Versus IntroversionIntroversion (I). Extraverts get their energy from(I). Extraverts get their energy frombeing being around other people, whereas introverts are worn out by others andaround other people, whereas introverts are worn out by others andneed solitude to recharge their energy.need solitude to recharge their energy. Sensing Sensing (S) Versus(S) Versus IntuitionIntuition (N). The sensing type prefers concrete(N). The sensing type prefers concretethings, whereasthings, whereas intuitive prefer abstract concepts.intuitive prefer abstract concepts.

Thinking Thinking (T) Versus(T) Versus Feeling Feeling (F). Thinking individuals base their decisions(F). Thinking individuals base their decisionsmore onmore on logic and reason, whereas feeling individuals base their decisionslogic and reason, whereas feeling individuals base their decisionsmore on feelings and emotions.more on feelings and emotions. Judging Judging (J) Versus(J) Versus Perceiving Perceiving (P). People who are the judging type(P). People who are the judging typeenjoy completionenjoy completion or being finished, whereas perceiving types enjoy theor being finished, whereas perceiving types enjoy the

process and open-ended situations.process and open-ended situations.

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Big-Five Personality ModelBig-Five Personality ModelThese lie at the core of the personalityThese lie at the core of the personalityThe big five model has found to be popular across ages &The big five model has found to be popular across ages &culturesculturesCriticism on Big Five ModelCriticism on Big Five Model

Only labeling of personality can be done,Only labeling of personality can be done,no explanation of behavior no explanation of behavior


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Personality TestingPersonality Testing

The Myers-Briggs Type Indicator The Myers-Briggs Type Indicator (MBTI)(MBTI)

Carl Jung in 1920s: typed people intoCarl Jung in 1920s: typed people into extrovertextrovert andand

introvertintrovert ..It is a 100 question personality test that asks peopleIt is a 100 question personality test that asks peoplehow they usually feel or act in a particular situation.how they usually feel or act in a particular situation.People has all dimension just differ on combinations:People has all dimension just differ on combinations:

Extrovert or Introvert (E or I)Extrovert or Introvert (E or I) Sensing or Intuitive ( S or N)Sensing or Intuitive ( S or N) Thinking or Feeling (T or F)Thinking or Feeling (T or F) Perceiving or Judging ( P or J)Perceiving or Judging ( P or J)


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The Myers-Briggs Type Indicator The Myers-Briggs Type Indicator (MBTI)(MBTI)

Combined into 16 personality types:Combined into 16 personality types:NTs are visionariesNTs are visionariesESTJs are organizersESTJs are organizersENTPs are conceptualizer ENTPs are conceptualizer

Most widely used test though evidence doMost widely used test though evidence donot support it as a valid measure of not support it as a valid measure of personality.personality.


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Personality AttributesPersonality Attributesinfluencing OBinfluencing OB

Locus of Control -Locus of Control - ones perception asones perception asto where is his locus of control (Rotter 1950s)to where is his locus of control (Rotter 1950s)

Internal vs ExternalInternal vs External

Internals theyInternals they controlcontrol what happens to themwhat happens to them Externals controlled by outside forces (lady luck toExternals controlled by outside forces (lady luck to

chance, fate)chance, fate)Males, older people & top management are found to be highMales, older people & top management are found to be high

Extremes should be avoided! Overly internal or externalExtremes should be avoided! Overly internal or external


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Machiavellianism -Machiavellianism - if it works,if it works, useuseit!!!it!!!

High MachsHigh MachsPragmatic,Pragmatic, manipulativemanip ulativeEmotional distance, persuade othersEmotional distance, persuade othersBelieves in ends can justify means, win moreBelieves in ends can justify means, win more

Do high Machs makeDo high Machs make good employeesgood employees ??Type of jobType of jobBargainingBargainingLess rules and regulationsLess rules and regulations


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Self Esteem Self Esteem like or dislikelike or dislike of of oneself!!!oneself!!!

High on SE

Expectations for success

Possess ability for success

Willing to take risksDo not seek approval from others on their capabilities

High on Job Satisfaction


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Self Monitoring Self Monitoring ability toability to adjustadj ust ones behavior to external factorsones behavior to external factors

High on SM

Adjustment is quick

Appropriate behavior

Expectations are highQuick learnerjob performance

High on Job Satisfaction


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Risk Taking Risk Taking willingness to takewillingness to takechanceschances

High on RT

Decision making is quick

Challenging career

Innovative & out of the box solutions/ideas


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Personality at workPersonality at work


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Type A or B - indicationsType A or B - indications

Type ATy pe A Always moving, Always moving,walking & eating fastwalking & eating fast

Feel impatientFeel impatientStrive to do two or Strive to do two or more things at oncemore things at onceCannot cope withCannot cope with

leisure timeleisure timeObsessed withObsessed withnumber; how many,number; how many,how much they havehow much they have

achievedachieved

Type BTy pe BNever suffer from aNever suffer from asense of time urgencysense of time urgency

Feel no need toFeel no need todisplay/discuss their display/discuss their achievements unlessachievements unlessrequiredrequired

Play for fun /relaxationPlay for fun /relaxationCan relax without guiltCan relax without guilt


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Type A & B at workplaceType A & B at workplace

Type ATy pe ASuffer high level of Suffer high level of stressstress

QuantityQuantity over qualityover qualityTimeTimepressure/deadlinespressure/deadlinesRarelyRarely creativecreative

Poor Poor decision makersdecision makersBehavior isBehavior is easier easier totopredictpredict

Type BTy pe BDifficultDifficult to predictto predictbehavior behavior

GoodGood decision makersdecision makersQualityQuality of workof workNoNo compromisecomp romise ononhealthhealth

Wiser Wiser than hastythan hastyCreativeCreative / innovative/ innovativesolutions to samesolutions to sameproblemproblem


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ATTITUDESATTITUDES


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Attitude vs behavior Attitude vs behavior

Country

Organization

Family


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AttitudesAttitudes A favorable or unfavorable A favorable or unfavorable evaluationevaluation of andof and

reactionreaction to an object, person, event or idea.to an object, person, event or idea.EvaluativeEvaluative statements: they tend tostatements: they tend to persistpersist unless something is done to change themunless something is done to change themFall on aFall on a continuumcontinuum from highly favorable or from highly favorable or unfavorableunfavorableDirectedDirected towards some objects, people or eventstowards some objects, people or eventsThough attitudes express feelings but they areThough attitudes express feelings but they are

linked tolinked to cognitionscog nitions ! !


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AttitudesAttitudes

THREE COMPONENTSTHREE COMPONENTSCognitive component (opinion or belief)Cognitive component (opinion or belief)

Affective component (emotional feelings) Affective component (emotional feelings)

Behavioral component (intention to behave)Behavioral component (intention to behave)Example: studying negative attitudesExample: studying negative attitudestowards grouptowards group

Negative beliefs (cognitive)Negative beliefs (cognitive)Prejudice, negative feelings (affective)Prejudice, negative feelings (affective)Discrimination, negative actions (behavioral)Discrimination, negative actions (behavioral)


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Function of AttitudesFunction of Attitudes

Attitudes can help predict work behavior Attitudes can help predict work behavior Katz has outlined four important functionsKatz has outlined four important functionsof attitudes:of attitudes:

The adjustment functionThe adjustment functionThe ego-defensive functionThe ego-defensive functionThe value-expressive functionThe value-expressive function

The knowledge functionThe knowledge function


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Attitude vs behavior Attitude vs behavior

Humans tend to seekHumans tend to seek consistencyconsistency amongamongtheir attitudes and behaviors.their attitudes and behaviors.

Attitudes are Attitudes are alteredalteredBehaviors areBehaviors are alteredaltered

SomeSome rationalizationrationalization for inconsistency isfor inconsistency issought.sought.


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Attitude - Behavior Attitude - Behavior RelationshipRelationship

A-B relationship unrelated or slightly A-B relationship unrelated or slightlyrelated.related.

A .. A .. PredictsPredicts BBVariablesVariables

Importance of the attitudeImportance of the attitudeSpecificitySpecificity

Accessibility AccessibilitySocial pressuresSocial pressuresDirect experienceDirect experience


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Cognitive Dissonance TheoryCognitive Dissonance Theory

1950s Leon Festinger proposed the theory1950s Leon Festinger proposed the theoryof of Cognitive DissonanceCognitive Dissonance Any incompatibility between two or more Any incompatibility between two or moreattitudes or between behavior andattitudes or between behavior andattitude.attitude.Complete dissonance is unavoidable.Complete dissonance is unavoidable.

Dissonance influenced by:Dissonance influenced by:Unimportant elementsUnimportant elementsChoice/ Control over elementsChoice/ Control over elementsRewardsRewards


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Changing AttitudesChanging Attitudes

Organizations tend to influence people toOrganizations tend to influence people tochange their attitudes effecting behavior/change their attitudes effecting behavior/performance; in ways:performance; in ways:

Providing new informationProviding new informationUse of fear Use of fear Resolving discrepanciesResolving discrepanciesInfluence of friends and peersInfluence of friends and peersThe co-opting approach (participative)The co-opting approach (participative)

Barriers to change:Barriers to change:Escalation of commitmentEscalation of commitmentInsufficient informationInsufficient information


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Work related AttitudesWork related Attitudes

Job SatisfactionJob Satisfaction A general attitude that reflects the A general attitude that reflects the extent toextent towhich an individual is gratified or satisfiedwhich an individual is g ratified or satisfied withwithhis work.his work.

Organizational CommitmentOrganizational Commitment An attitude that An attitude that reflects an individualsreflects an individuals

identificationidentification with and attachment to thewith and attachment to theorganizationorganization

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Class ExerciseClass Exercise

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Using a job you have either held in the past or currently hold, describe the level of jobsatisfaction or dissatisfaction and organizational commitment you felt or feel.Describe what caused

those attitudes and how they affected your behavior.


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Satisfaction in jobsSatisfaction in jobs

What appears well may not be well.What appears well may not be well.PayPay alone does not bring higher alone does not bring higher satisfaction level.satisfaction level.Higher skills, Control, Greater Higher skills, Control, Greater responsibilities, Interest etc all have shareresp onsibilities, Interest etc all have sharein satisfactionin satisfaction ..Productivity enhancement, strictProductivity enhancement, strictdeadlines, overload of work etc contributedeadlines, overload of work etc contributeto low satisfaction level.to low satisfaction level.


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JOB SATISFACTIONJOB SATISFACTIONMeasuringMeasuring

Single-global ratingSingle-global ratingOne-question ratingOne-question rating

Summation scoreSummation scoreIdentifies key elements in a job, individual isIdentifies key elements in a job, individual isthen asked to rate on a scalethen asked to rate on a scale


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Job Satisfaction effects..Job Satisfaction effects..

JS and ProductivityJS and ProductivitySatisfaction: individual productivitySatisfaction: individual productivitySatisfaction: organization productivitySatisfaction: organization productivity

JS and AbsenteeismJS and AbsenteeismNegative correlationNegative correlation

JS and Turnover JS and Turnover Negative but stronger correlationNegative but stronger correlationHigh or poor performersHigh or poor performers


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Job Satisfaction and OrganizationalJob Satisfaction and OrganizationalCitizenship Behavior Citizenship Behavior

Satisfied employees areSatisfied employees are positivepositive towardstowards

organization, willing to go extra mile.organization, willing to go extra mile.Fair Fair in procedures, policies, rules. Noin procedures, policies, rules. Nokick backs.kick backs.


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Attitudes at WorkAttitudes at Work

SurveysSurveysTraining / orientation to reshapeTraining / orientation to reshapeemployees attitudesemployees attitudesCustomer attitudes (internal & external)Customer attitudes (internal & external)

Documents

Personality n Attitudes-session5