and Chapter
FOUR
Personality Values
2007 Prentice Hall Inc. All rights reserved.
What is Personality?
Personality
The sum total of ways in which an individual reacts and interacts with others; measurable traits a person exhibits.
Personality
Personality Traits
Enduring characteristics that describe an individual's behavior.
Determinants
Heredity
Environment Situation
2007 Prentice Hall Inc. All rights reserved.
The Myers-Briggs Type Indicator
Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and classifies people into 1 of 16 personality types. Personality Types
Extroverted 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)
2007 Prentice Hall Inc. All rights reserved.
Meyers-Briggs, Continued
A Meyers-Briggs score
Can be a valuable too for self-awareness and career guidance
BUT
Should not be used as a selection tool because it has not been related to job performance!!!
2007 Prentice Hall Inc. All rights reserved.
Extraverted Characteristics
Introverted Characteristics
Act first, think/reflect later Feel deprived when cutoff from interaction with the outside world Usually open to and motivated by outside world of people and things Enjoy wide variety and change in people relationships
Think/reflect first, then Act Regularly require an amount of "private time" to recharge batteries Motivated internally, mind is sometimes so active it is "closed" to outside world Prefer one-to-one communication and relationships
2007 Prentice Hall Inc. All rights reserved.
Sensing Characteristics
Intuitive Characteristics
Mentally live in the Now, attending to present opportunities Using common sense and creating practical solutions is automatic-instinctual Best improvise from past experience
Mentally live in the Future, attending to future possibilities
Memory recall emphasizes patterns, contexts, and connections Best improvise from theoretical understanding Comfortable with ambiguous, fuzzy data and with guessing its meaning
Like clear and concrete information; dislike guessing when facts are "fuzzy"
2007 Prentice Hall Inc. All rights reserved.
Thinking Characteristics
Feeling Characteristics
Instinctively search for facts and logic in a decision situation
Instinctively employ personal feelings and impact of people in decision situations
Naturally notices tasks and work to be accomplished. Easily able to provide an objective and critical analysis
Accept conflict as a natural, normal part of relationships with people.
Naturally sensitive to people needs and reactions Naturally seek consensus and popular opinions
Unsettled by conflict; have almost a toxic reaction to disharmony.
2007 Prentice Hall Inc. All rights reserved.
Judging Characteristics
Perceiving Characteristics
Plan many of the details in advance before moving into action. Focus on task-related action; complete meaningful segments before moving on. Work best and avoid stress when keep ahead of deadlines.
Comfortable moving into action without a plan; plan on-the-go.
Like to multitask, have variety, mix work and play.
Naturally use targets, dates and standard routines to manage life.
Naturally tolerant of time pressure; work best close to deadlines. Instinctively avoid commitments which interfere with flexibility, freedom and variety
2007 Prentice Hall Inc. All rights reserved.
The Big Five Model of Personality Dimensions
Extroversion
Sociable, gregarious, and assertive
Agreeableness
Good-natured, cooperative, and trusting.
Conscientiousness
Responsible, dependable, persistent, and organized.
Emotional Stability
Calm, self-confident, secure under stress (positive), versus nervous, depressed, and insecure under stress (negative).
Openness to Experience
Curious, imaginative, artistic, and sensitive
2007 Prentice Hall Inc. All rights reserved.
Measuring Personality
Personality is Measured By
Self-report surveys Observer-rating surveys Projective measures
Rorschach Inkblot Test Thematic Apperception Test
2007 Prentice Hall Inc. All rights reserved.
Major Personality Attributes Influencing OB
Core Self-evaluation
Self-esteem Locus of Control
Machiavellianism Narcissism Self-monitoring
Risk taking Type A vs. Type B personality Proactive Personality
2007 Prentice Hall Inc. All rights reserved.
Core 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.
2007 Prentice Hall Inc. All rights reserved.
Machiavellianism
Machiavellianism (Mach)
Degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
Conditions Favoring High Machs
Direct interaction with others Minimal rules and regulations
Emotions distract for others
2007 Prentice Hall Inc. All rights reserved.
Narcissism
A Narcissistic Person
Has grandiose sense of self-importance Requires excessive admiration
Has a sense of entitlement Is arrogant
Tends to be rated as less effective
2007 Prentice Hall Inc. All rights reserved.
Self-Monitoring
Self-Monitoring A personality trait that measures an individual's ability to adjust his or her behavior to external, situational factors.
High Self-Monitors
Receive better performance ratings
Likely to emerge as leaders
Show less commitment to their organizations
2007 Prentice Hall Inc. All rights reserved.
Risk-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
Risk Propensity
Aligning managers' risk-taking propensity to job requirements should be beneficial to organizations.
2007 Prentice Hall Inc. All rights reserved.
Personality Types
Type A's 1. 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 5. time; are obsessed with numbers, measuring their success in terms of how many or how much of everything they acquire. Type B's 1. 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.
2007 Prentice Hall Inc. All rights reserved.
Personality 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.
2007 Prentice Hall Inc. All rights reserved.
Chapter Check-Up: Personality
Which of the following is not a typical personality trait considered to be organizationally relevant?
Locus of control
Self-monitoring
Self-enhancing Self esteem
Machiavellianism
2007 Prentice Hall Inc. All rights reserved.
Chapter Check-Up: Personality
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.
2007 Prentice Hall Inc. All rights reserved.
A
Chapter Check-Up: Personality
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.
2007 Prentice Hall Inc. All rights reserved.
Achieving Person-Job Fit
Personality-Job Fit Theory (Holland) Identifies six personality types and proposes that the fit between personality type and occupational environment determines satisfaction and turnover. Personality Types
Realistic Investigative
Social
Conventional Enterprising
Artistic
2007 Prentice Hall Inc. All rights reserved.
Holland's Typology of Personality and Congruent Occupations
E X H I B I T 48 2007 Prentice Hall Inc. All rights reserved.
Relationships among Occupational Personality Types
Source: Reprinted by special permission of the publisher, Psychological Assessment Resources, Inc., from Making Vocational Choices, copyright 1973, 1985, 1992 by Psychological Assessment Resources, Inc. All rights reserved.
E X H I B I T 49
2007 Prentice Hall Inc. All rights reserved.
Organizational Culture Profile (OCP)
Useful for determining personorganization fit Survey that forces choices/rankings of one's personal values Helpful for identifying most important values to look for in an organization (in efforts to create a good fit)
2007 Prentice Hall Inc. All rights reserved.
Chapter
EIGHT
Emotions and Moods
2007 Prentice Hall Inc. All rights reserved.
Emotions - Why Emotions Were Ignored in OB
The "myth of rationality"
Organizations are not emotion-free.
Emotions of any kind are disruptive to organizations.
Original OB focus was solely on the effects of strong negative emotions that interfered with individual and organizational efficiency.
2007 Prentice Hall Inc. All rights reserved.
What Are Emotions?
Affect
A broad range of emotions that people experience.
Emotions
Intense feelings that are directed at someone or something.
Moods
Feelings that tend to be less intense than emotions and that lack a contextual stimulus.
2007 Prentice Hall Inc. All rights reserved.
2007 Prentice Hall Inc. All rights reserved.
Emotion Dimensions
Biology of emotions
Originate in brain's limbic system
Intensity of emotions
Personality Job Requirements
Frequency and duration of emotions
How often emotions are exhibited How long emotions are displayed
Functions of emotions
Critical for rational thinking Motivate people
2007 Prentice Hall Inc. All rights reserved.
Mood as Positive and Negative Affect
2007 Prentice Hall Inc. All rights reserved.
SOURCES OF EMOTIONS AND MOODS Personality Day and Time of the Week NOT Weather Stress Social Activities Sleep Exercise Age Gender
2007 Prentice Hall Inc. All rights reserved.
Positive Moods are Highest
At the End of the Week
In the Middle Part of the Day
Negative Moods are Highest At the Beginning of the Week And, show little variation throughout the day
2007 Prentice Hall Inc. All rights reserved.
External Constraints on Emotions
Organizational Influences
Cultural Influences
Individual Emotions
2007 Prentice Hall Inc. All rights reserved.
Emotional Labor
Emotional Labor
A situation in which an employee expresses organizationally desired emotions during interpersonal transactions.
2007 Prentice Hall Inc. All rights reserved.
Felt versus Displayed Emotions
Felt Emotions
An individual's actual emotions.
Displayed Emotions
Emotions that are organizationally required and considered appropriate in a given job.
2007 Prentice Hall Inc. All rights reserved.
Note: Higher emotional labor = more highly paid jobs (with high cognitive requirements)
Internals (Internal locus of control) Individuals who believe that they control what happens to them.
2007 Prentice Hall Inc. All rights reserved.
Affective Events Theory (AET)
Emotions are negative or positive responses to a work environment event. Personality and mood determine the intensity of the emotional response. Emotions can influence a broad range of work performance and job satisfaction variables. Implications of the theory: Individual response reflects emotions and mood cycles.
Current and past emotions affect job satisfaction.
Emotional fluctuations create variations in job satisfaction and performance. Both negative and positive emotions can distract workers and reduce job performance.
2007 Prentice Hall Inc. All rights reserved.
Affective Events Theory (AET)
Source: Based on N.M. Ashkanasy and C.S. Daus, "Emotion in the Workplace: The New Challenge for Managers," Academy of Management Executive, February 2002, p. 77.
E X H I B I T 86
2007 Prentice Hall Inc. All rights reserved.
Emotional Intelligence
Self-awareness (know how you feel) Self-management (manage your emotions and impulses) Self-motivation (can motivate yourself & persist) Empathy (sense & understand what others feel) Social Skills (can handle the emotions of others)
Research Findings: High EI scores, not high IQ scores, characterize high performers.
2007 Prentice Hall Inc. All rights reserved.