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Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
Person Job Fit1=3
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Person Job Fit1=3

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  • 1. Person Job Fit Person Variables
  • 2. Person Job Fit
    • Concept
      • 􀂄 Matching of personal characteristics with the requirements of job.
    • Importance
      • Positive performance/behavioral outcomes (higher performance, greater satisfaction, lower absenteeism and turnover, more organization citizenship behavior, less stress etc).
    • Process
      • Person profiling and job profiling.
  • 3.
    • Major dimensions
      • 􀂄 Personal/ biographical characteristics (age, gender,
      • marital status, tenure)
      • 􀂄 Ability
      • 􀂄 Values
      • 􀂄 Personality
      • 􀂄 Perception and attribution
      • 􀂄 Attitudes
      • 􀂄 Learning
    Person Profiling
  • 4.
      • Popular belief: performance declines with age
      • Positive qualities:
        • experience, judgement, a strong work ethic and commitment to quality
      • Negative qualities:
        • lack of flexibility and resistant to technology
    Age & Job Performance
  • 5.
      • Productivity:
        • Age and productivity not directly related
        • Physical loss of ability offset by gain in experience
      • Job satisfaction:
        • Mixed findings: positive to U-shaped relationships
        • Among professionals: continuing increase in satisfaction
        • Among non-professionals: decline during middle age and increase in the latter years
      • Turnover:
        • Less likely
      • Absenteeism:
        • Less avoidable, more unavoidable absence
    Age & Job Performance
  • 6. Gender & Job Performance
      • A highly debated issue
      • No conclusive evidence of major differences
    • Productivity:
        • No consistent differences in problem solving ability, analytical skills, competitive drive, motivation, sociability, or learning ability
        • Minor psychological differences: women more conformists and men more aggressive and ambitious
    • Job satisfaction:
        • No difference
    • Turnover:
        • Mixed evidence
    • Absenteeism:
        • High rate among women
  • 7. Marital Status & Job Performance
      • Job value increase with marriage
      • Cause-effect relations not very clear
      • Productivity:
        • Effects not fully researched
      • Job satisfaction:
        • Increased
      • Turnover:
        • Less
      • Absenteeism:
        • Decreased
  • 8. Tenure & Job Performance
      • A controversial issue
      • Productivity:
        • Positive relationship
      • Job satisfaction:
        • Positive relationship
      • Turnover:
        • Negative relationship
      • Absenteeism:
        • Negative relationship
  • 9. Ability
    • Fact: People differ in terms of their abilities
    • Issue: How abilities differ in people
    • Ability:
      • 􀂄 A person’s capacity to perform various tasks in a job
    • Types of ability
      • 􀂄 Intellectual: cognitive, practical and emotional intelligence
      • 􀂄 Physical
  • 10. Intellectual Ability
    • Cognitive intelligence:
        • The ability to understand complex ideas, adapt effectively to the environment, learn from experience, engage in various forms of reasoning, and overcome obstacles by careful thought
      • Core dimensions:
          • 􀂊 Number aptitude
          • 􀂊 Verbal comprehension
          • 􀂊 Perceptual speed
          • 􀂊 Inductive reasoning
          • 􀂊 Deductive reasoning
          • 􀂊 Spatial visualization
          • 􀂊 Memory
  • 11. Intellectual Ability
    • Cognitive intelligence:
      • Individuals possess these dimensions in varying proportion
      • Different jobs place different demands with respect to these dimensions for successful performance
      • Measurement through IQ and GMAT
      • A high IQ not a prerequisite for all jobs (routine work)
      • Tests involving assessment of verbal, numerical, spatial and perceptual abilities are valid predictors at all levels of jobs
      • Uses in selection, placement, promotion and training
  • 12. Intellectual Ability
    • Practical intelligence ( doing smart ):
      • Adeptness at solving the practical problems of everyday life
      • Ability to devise effective ways of getting things done
      • More important than IQ in business setting
      • Tacit knowledge (knowing how to get things done) as opposed to formal academic knowledge
        • 􀂊 Action oriented
        • 􀂊 Practically useful
  • 13. Physical Abilities
    • The capacity to engage in the physical tasks required to perform a job such as:
        • 􀂄 Strength
        • 􀂄 Flexibility
        • 􀂄 Stamina
        • 􀂄 Speed
      • Individual and job differences in these abilities
  • 14. Ability Job Fit
      • A high ability-job fit necessary for improved job performance
      • Need for identifying abilities requirements of the job for adequate performance and for measuring those abilities in individuals to establish the fit
      • Lack of fit leads to performance problems
        • If, Ability < Job Requirements
          • basic cause of poor performance
        • Ability > Job Requirements
          • organizational inefficiency and job dissatisfaction
  • 15. Value & Value System
    • Value
        • The most stable or enduring human characteristic
        • A fundamental conviction that a specific mode of conduct or end-state of existence is personally or socially preferable
        • Contains a judgemental element: right or wrong
        • Has content (a mode of conduct or end-state is important) and intensity (how important is it) attributes
    • Value system
        • 􀂄 Ranking of values in terms of their intensity
  • 16. Value & Value System
    • Identification
        • Determines behaviors
        • Has emotive/ feeling base
        • Contributes to human identity
        • Is relatively permanent
        • Has common/ universal applications
    • Importance
        • Drives, motivates and governs the way people think, behave, and relate to other people and the society
        • Basis for understanding attitudes, motivation and perception
  • 17. Value & Value System
    • Rokeach’s values types
          • Terminal values
            • Desirable end-states of existence
          • Instrumental values
            • Preferable modes of behaviors (means of achieving terminal values)
  • 18. Types of Value
          • Terminal values
          • 􀂄 A comfortable life
          • 􀂄 An exciting life
          • 􀂄 A sense of accomplishment
          • 􀂄 A world at peace
          • 􀂄 A world of beauty
          • 􀂄 Equality
          • 􀂄 Family security
          • 􀂄 Freedom
          • 􀂄 Happiness
          • 􀂄 Inner harmony
          • 􀂄 Mature love
          • Instrumental values
          • 􀂄 Ambitious
          • 􀂄 Broad minded
          • 􀂄 Capable
          • 􀂄 Cheerful
          • 􀂄 Clean
          • 􀂄 Courageous
          • 􀂄 Forgiving
          • 􀂄 Helpful
          • 􀂄 Honest
          • 􀂄 Imaginative
          • 􀂄 Independent
  • 19. Personality
    • Popular notion
    • The descriptive:
        • Adjective approach (e.g. external appearance and social success)
        • Only a partial explanation
    • Psychological perspective:
        • Differences and similarities in individuals (different and similar ways of thinking, feeling, and behaving)
    • 􀂄 Personality account for and explain these similarities and differences in people.
  • 20. Personality
    • Concepts
          • How people affect others, how they understand and view themselves, their pattern of inner and outer measurable traits, and the person-situation interaction.
          • The unique and relatively stable pattern of behaviors, thoughts and emotions of individuals in response to a situation.
          • Role of personality in OB
          • Helps in understanding and predicting how people are likely to behave in various situations.
  • 21. Determinants of Personality
    • Can the person do X?
    • Knowledge
    • Ability
    • Skills
      • Is this the kind of person who is inclined to do X?
      • Personality
    Elements of person
      • The person does or
      • does not do X
    Will the person do X?
      • Does the setting encourage/discourage the person to do X?
      • Situational demands
    Elements of situation
  • 22. Personality
    • Fundamental issue concerning personality development:
        • 􀂄 Nature or nurture?
          • (heredity, brain, genetic factors vs. situational/ environmental factors)
        • 􀂄 Both (inter-actionistic view)
  • 23. Understanding & Prediction Basic physiological & psychological characteristics (heredity, brain, self-concept)
      • Situational factors (family, group, role, work, organization, culture)
    Individual Personality
      • Learning processes
      • (consequences of behaviors)
  • 24. Personality Traits
    • 16 PF
    • MBTI
        • E vs I
        • J vs P
        • S vs N
        • T vs F
    • The Big Five
        • Emotional stability
        • Extraversion
        • Agreeableness
        • Conscientiousness
        • Openness to experience
  • 25. Personality Traits & Performance
    • Traits: general indicators of work performance and behaviors
        • Conscientiousness: strongest positive correlation with job performance and other job variables in most studies; mixed results in recent studies
        • Other traits also positively related to performance
        • Negative effect also (e.g. extraversion and absenteeism)
    • Applications
          • 􀂄 Personnel selection, placement, training and development, work assignment, job design, team formation

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