Unit 4 Personality & Attitudes

Unit 4 Personality and Attitudes
(MBS I Semister - Lecture hours 9)
sharing by
Bhuwan Raj Chataut
Faculty - Shanker Dev Campus, TU

Personality
 Concept of Personality; Hofstede’s Framework of
Personality;
 Approaches to Understanding Personality Traits and
Dimensions - Cattel’s 16 Personality Factors (16PF), The
“Big Five” Personality Theory, Personality Profiling
Using DISC (Dominance, Influence, Steadiness,
compliance) methodology, Fundamental Interpersonal
Relations Orientation Behavior (FIRO-B)
 Personality Traits - Locus of Control, Authoritarianism,
Dogmatism, Machiavellianism, Risk Propensity, Self-
esteem, Self-monitoring
8/27/2020 2Bhuwan Raj Chataut_Faculty_SDC (TU)

Attitudes
 Concept of Attitudes; Components of Attitudes;
Functions of Attitudes;
 Changing Attitudes - Barriers to changing attitudes,
Providing New Information, Use of Fear, Resolving
Discrepancies, Influence of Friends or Peers, The Co-
opting Approach;
 Organizational commitment - Meaning and dimensions
(Affective, Continuance, and normative); Guidelines to
Enhance Organizational Commitment;
 Organizational Citizenship behaviors (OCBs): Concept.

Attitudes
Attitude is a tendency or predisposition to evaluate
an object or symbol of that object in a certain way.
- Katz and Scotland
Attitudes are enduring feelings, beliefs, and/or
behaviour tendencies.
Attitude is used in a generic sense, as to what people
perceive, feel and express their views about a
situation, object or other people. Attitude cannot be
seen, but the behaviour can be seen as an expression
of attitude.

Features of Attitude
• Positive and Negative
• Evaluative statements regarding event, idea,
object, or people
• Affected by environment
• Attitudes vary with different people
• Nearly consistent until influenced by external
factors
• Attitudes are learned
• They make up personality
• Attitudes embody beliefs

Attitudes have the following three components (ABC Model):
1. Cognitive. The cognitive aspect of an attitude refers to
beliefs and opinions about a person or a situation.
For example, if you had been bitten by a dog when you were a
child, you might have developed a negative predisposition
toward dogs.
2. Affective. The affective component refers to the feelings,
sentiment, moods, and emotions evoked by some person,
idea, event, or object. This component is the attitude itself.
For example, if you are negatively disposed toward dogs, and a
dog starts growling at you, you will experience a feeling of
intense dislike for it.
3. Behavioural. The behavioural component refers to the
action taken in response to the feeling. The person in whom
intense dislike is evoked by the growling dog will likely take
steps to avoid the dog.8/27/2020 7Bhuwan Raj Chataut_Faculty_SDC (TU)

Work related Components of Attitude

Formation of Attitude
(Aswathappa & Reddy, 2012, p 226)

Types of Job related Attitude
• Job satisfaction: It is related to general attitude
towards the job. Higher the job satisfaction, lower
will be absenteeism and employee turnover.
• Job involvement: It refers to the degree to which
a person identifies himself (psychologically) with
his job, actively participates and considers his
perceived performance level important to self-
worth.
• Organizational commitment: It refers to degree
to which an employee identifies himself with the
organizational goals and wishes to maintain
membership in the organization.

Types of Job related Attitude ++
• Perceived Organizational Support (POS) is the
degree to which employees believe the organization
values their contribution and cares about their well-
being (for example, an employee believes his
organization would accommodate him if he had a
child care problem or would forgive an honest
mistake on his part).
• Employee Engagement is a new concept, an
individual’s involvement with, satisfaction with, and
enthusiasm for, the work she does. Highly engaged
employees have a passion for their work and feel a
deep connection to their company; disengaged
employees have essentially checked out—putting
time but not energy or attention into their work.

Positive attitude towards job benefits the
organization in many ways ---
• Increases productivity
• Fosters teamwork
• Solves problems
• Improves quality
• Makes for congenial atmosphere
• Breeds loyalty
• Increases profits

Functions of Attitude
• Adjustment function
• Ego-defensive function
• Value expressive function
• Knowledge function

Changing Attitudes
Employees’ attitudes need to be changed,
particularly when they are unfavourable.
However, changing attitudes is a difficult task
as they generally endure.
Difficulty is reinforced because of the
escalation of commitment, cognitive
dissonance, and insufficient information.

• Escalation of commitment refers to the prior
commitment of people to a particular cause
and their unwillingness to change.
• Cognitive dissonance explains a state of
inconsistency between an individual’s attitude
and behaviour.
• Insufficient information refer to lack of
reasons to change attitudes.

17
Techniques (Ways) to Change
Attitudes: Overcoming Barriers
• Providing New (sufficient) Information
• Use of Fear
• Resolving Discrepancies (Differences)
• Influence of Friends/Peers
• The Co-opting Approach
17 Bhuwan Raj Chataut_Faculty_SDC
(TU)
8/27/2020

Organizational Commitment
• Organizational commitment refers to the
employee’s emotional attachment to,
identification with, and involvement in a
particular organization.
– Mowday, Porter & Steers
“The degree to which an employee identifies
with a particular organization and its goals and
wishes to maintain membership in the
organization.” – Robbins

There are THREE separate dimensions to OC:
Affective commitment is a emotional
attachment to the organization and a
belief in its values.
Continuance commitment is perceived
economic value of remaining with an
organization.
Normative commitment is an obligation to
remain with the organization for moral or
ethical reasons.

Consequences of Organizational Commitment
Positive
- Loyal workforce an asset, means of competitive
advantage
- Low turnover
- Improves customer satisfaction
- High work motivation
- Ensures OCBs
Negative
- Loyalty results in conformity that may block
creativity

Building Organizational Commitment
• Employee first (Understanding human elements)
• Justice and support (fairness, courtesy, forgiveness,
and moral integrity --- employee well-being)
• Job security (no layoffs)
• Organizational comprehension (making employees
aware of organizational events and people ---
connectedness)
• Employee involvement in decision making
• Trusting employees (Trust is a psychological state
comprising the intention to accept vulnerability
based upon positive expectations of the intent or
behavior of another person.)

OCBs: Concept
• Organizational citizenship behavior was first
defined by Dennis Organ in 1988 as "an individual
behavior which is not rewarded by a formal
reward system ... but that, when combined with
the same behavior in a group, results in
effectiveness."
• In the business world, organizational citizenship
behavior has been linked to work productivity,
employee effectiveness, and other factors which
can impact a business in the short or long term.

23
Organizational Citizenship Behaviours (OCBs)
• “The discretionary (voluntary) behaviour that is not
part of an employee's formal job requirements, and
that contributes to the psychological and social
environment of the workplace, is called citizenship
behaviour.”
• OCBs can be described as individual behaviour that is
discretionary, not directly (or explicitly) recognized by
the formal reward system.
• OCBs promote the efficient and effective functioning
of the organization.
Bhuwan Raj Chataut_Faculty_SDC
(TU)
8/27/2020

24
OCBs as a Process/Model
(Antecedents and outcomes of OCBs)
Job attitudes
Task variables
Leadership behaviour
OCBs
Organizational effectiveness
and performance through
better interpersonal and
group dynamics such as
trust and cohesiveness
 Personality and motives
 Satisfaction with job
 Commitment to
organization
 Intrinsically satisfying
tasks
 Supportive, Inspirational
leaders
 Helping co-workers
 Sportsmanship, individual
interest subordinated to that of
organization
 Loyalty of organization
 Compliance and courtesy
 Initiative to exceed standards of
work
 Civic virtue
 Self-developmentBhuwan Raj Chataut_Faculty_SDC
(TU)
8/27/2020

(Antecedents and outcomes of OCBs)

• Dennis Organ's major 1988 study on
organizational citizenship behavior defined
the concept into five common behaviors, they
are: altruism, courtesy, sportsmanship,
conscientiousness, and civic virtue.
• Altruism is defined as the desire to help or
otherwise assist another individual, while not
expecting a reward in compensation for that
assistance.
• Courtesy is defined as behavior which is polite
and considerate towards other people.

• Sportsmanship is defined as exhibiting no negative
behavior when something does not go as planned--or
when something is being perceived as annoying,
difficult, frustrating or otherwise negative.
• Conscientiousness is defined as behavior that suggests
a reasonable level of self-control and discipline, which
extends beyond the minimum requirements expected
in that situation.
• Civic virtue is defined as behavior which exhibits how
well a person represents an organization with which
they are associated, and how well that person supports
their organization outside of an official capacity.

Personality
 Concept of Personality;
 Approaches to Understaning Personality Traits and
Dimensions
- Cattel’s 16 Personality Factors (16PF),
- The “Big Five” Personality Theory,
- Personality Profiling Using DISC (Dominance, Influence,
Steadiness, compliance) methodology,
- Fundamental Interpersonal Relations Orientation Behavior
(FIRO-B)
 Hofstede’s Framework of Personality (Impact of Culture on
Personality);
 Personality Traits - Locus of Control, Authoritarianism,
Dogmatism, Machiavellianism, Risk Propensity, Self-esteem,
Self-monitoring

Concept and definition
• Personality is the dynamic organization within
the individual of those psychological system that
determine his unique adjustments to his
environment. – Gordon W Allport
• It is a stable set of personal characteristics and
tendencies that determine the commonalities
and differences in people’s thoughts, feeling
and actions. – Arnold and Feldman
(Persona – to speak through)

• Personality refers to the relatively stable
pattern of behaviors and consistent internal
states that explain a person’s behavioral
tendency.
• Sum total of ways in which an individual
reacts to and interacts with others. - Robbins

Nature of Personality
Stable set of characteristics
Commonalities & differences
Factors within and without
Person-situation interaction
Personality deals with the whole
person, not only part
It can be developed
It influences behavior
Goal directed

Personality Traits and Characteristics
• They are enduring characteristics that describe
an individual behavior. Such as shyness,
aggressiveness, submissive, lazy, ambitious,
loyal, nervous. Such set of characteristics are
exhibited in a large number of situations.
• More consistent and frequent (it occurs in
diverse situations)the characteristics, the more
important the trait to describe the individual.

Determinants of Personality
• Nature (Inborn factors)
• Heredity
• Nurture (Environmental factors)
• Social and cultural factors
• Situation context

Heredity
• It refers to those factors that were determined at
conception.
• Physical stature, facial attractiveness, sex,
temperament, muscle composition and reflexes,
energy level and biological rhythms --- imported
either completely or substantially from one’s
parents.
• Genes and chromosome
Our biological rhythms are the natural rhythms for some of
our bodies' functions and necessary activities. Examples
include body temperature, alertness, daily performance,
endocrine activity, and sleep schedules.

DNA, genes and chromosomes
DNA - DNA (deoxyribonucleic acid) molecules are
large and complex. They carry the genetic code
that determines the characteristics of a living
thing.
Genes
A gene is a short section of DNA. Each gene codes
for a specific protein by specifying the order in
which amino acids must be joined together.
Chromosomes
The cell’s nucleus contains chromosomes made
from long DNA molecules.

Socio-cultural factors
• Social factors – family, neighbourhood, parents,
schools, college, society
• Cultural factors are the established beliefs,
values, traditions, laws and languages of a nation
or society. These factors also include the artistic
values, marriage customs and religious beliefs
that are indigenous to a particular region.
Situational context
Interaction with situation shapes personality
(eg – a old person as a hero)

Personality and Behavior
Factors influencing individual behavior:
Biographical factors (age, gender, marital status..)
Ability (aptitude and learning)
Attitude, beliefs and values
Perception
Motivation (intensity, direction and persistence
of efforts to achieve goals)
Personality
Organizational factors
Environmental factors

Development trends of PT
• Early search for primary traits - Cattel’s 16
Personality Factors (16PF)
• The Myers-Briggs Type Indicator (MBTI)
• The Big Five Model
• Personality Profiling Using DISC (Dominance,
Influence, Steadiness, compliance) methodology
• Fundamental Interpersonal Relations Orientation
Behavior (FIRO-B)

Early search for primary traits (Traits Theory)
• According to trait theory, human personality is
composed of a number of broad traits or
dispositions. Early theories attempted to describe
every possible trait.
• Allport and Obdert identified 17,953 personality
traits. It is highly difficult to predict individual
based on such large number of traits.
• Raymond Cattell reduced this number to 171. He
further reduced 16 bipolar factors. And these
SIXTEEN are found to be generally steady and
constant sources of behavior.

• According to Cattell, there is a continuum of
personality traits. In other words, each person
contains all of these 16 traits to a certain
degree, but they might be high in some traits
and low in others.
• For example: Everyone will have some degree
of abstractedness, for example, some people
might be very imaginative while others are
very practical.

• The following personality trait list describes some
of the descriptive terms used for each of the
16 personality dimensions described by Cattell.
1. Abstractedness: Imaginative versus practical
2. Apprehension: Worried versus confident
3. Dominance: Forceful versus submissive
4. Emotional Stability: Calm versus high strung
5. Liveliness: Spontaneous versus restrained
6. Openness to Change: Flexible versus attached
to the familiar
7. Perfectionism: Controlled versus undisciplined
8. Privateness: Discreet versus open

9. Reasoning: Abstract versus concrete
10.Rule Consciousness: Conforming versus non-
conforming
11.Self-Reliance: Self-sufficient versus
dependent
12.Sensitivity: Tender-hearted versus tough-
minded
13.Social Boldness: Uninhibited versus shy
14.Tension: Impatient versus relaxed
15.Vigilance: Suspicious versus trusting
16.Warmth: Outgoing versus reserved

(TU)
448/27/2020

The Myers-Briggs Type Indicator (MBTI)
The original developers of the MBTI personality inventory
were Katharine Cook Briggs and her daughter, Isabel
Briggs Myers. Katharine Cook Briggs began her research
into personality in 1917.
The Myers-Briggs Type Indicator (MBTI) is the
most widely used personality assessment
instrument in the world. It is a 100-question
personality test that asks people how they
usually feel or act in particular situations.
Respondents are classified as extraverted or
introverted (E or I), sensing or intuitive (S or N),
thinking or feeling (T or F), and judging or
perceiving (J or P). These terms are defined as
follows:

● Extraverted (E) versus Introverted (I): Extraverted
individuals are outgoing, sociable, and assertive.
Introverts are quiet and shy.
● Sensing (S) versus Intuitive (N): Sensing types are
practical and prefer routine and order. They focus on
details. Intuitives rely on unconscious processes and
look at the “big picture.”
● Thinking (T) versus Feeling (F): Thinking types use
reason and logic to handle problems. Feeling types
rely on their personal values and emotions.
● Judging (J) versus Perceiving (P): Judging types want
control and prefer their world to be ordered and
structured. Perceiving types are flexible and
spontaneous.
http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/8/27/2020 46Bhuwan Raj Chataut_Faculty_SDC (TU)

These classifications together describe 16 personality types,
identifying every person by one trait from each of the four pairs.
For example,
INTJs are visionaries with original minds and great drive. They are
skeptical, critical, independent, determined, and often stubborn.
ESTJs are organizers. They are realistic, logical, analytical, and
decisive and have a natural head for business or mechanics.
The ENTP type is a conceptualizer, innovative, individualistic,
versatile, and attracted to entrepreneurial ideas. This person
tends to be resourceful in solving challenging problems but may
neglect routine assignments.
The MBTI has been widely used by organizations including Apple
Computer, AT&T, Citigroup, GE, 3M Co., many hospitals and
educational institutions, and even the U.S. Armed Forces.

The Big Five Model
The following are the Big Five factors:
● Extraversion. The extraversion dimension
captures our comfort level with relationships.
Extraverts tend to be gregarious (out going),
assertive, and sociable. Introverts tend to be
reserved, timid (nervous), and quiet.
OCEAN --- CANOE

● Agreeableness. The agreeableness dimension
refers to an individual’s propensity to defer to
others. Highly agreeable people are cooperative,
warm, and trusting. People who score low on
agreeableness are cold, disagreeable, and
antagonistic.
● Conscientiousness. The conscientiousness
dimension is a measure of reliability. A highly
conscientious person is responsible, organized,
dependable, and persistent. Those who score
low on this dimension are easily distracted,
disorganized, and unreliable.

● Emotional stability. The emotional stability
dimension—often labelled by its converse,
neuroticism—taps a person’s ability to withstand
stress. People with positive emotional stability
tend to be calm, self-confident, and secure. Those
with high negative scores tend to be nervous,
anxious, depressed, and insecure.
● Openness to experience. The openness to
experience dimension addresses range of
interests and fascination with novelty. Extremely
open people are creative, curious, and artistically
sensitive. Those at the other end of the category
are conventional and find comfort in the familiar.

53
The Big Five Personality Dimensions
Dimension People who score "high" on this dimension tend to be more
Extroversion Outgoing, talkative, sociable, assertive
Agreeableness Courteous, good-natured, empathic, caring
Conscientiousness Careful, dependable, self-disciplined
Emotional stability Poised, secure, calm
Openness to experience Sensitive, flexible, creative, curious
Dimension People who score "high" on this dimension tend to be
more
(TU)
8/27/2020

(TU)
548/27/2020

55
How Big Five Traits Influence OB Criteria
Big Five Trait Why it is relevant? What does it affect?
Emotional stability
Extraversion
Less negative thinking and fewer
negative emotions
Less hyper-vigilant
Higher job and life satisfaction
Lower stress levels
Better interpersonal skills
Greater social dominance
More emotionally expressive
Higher performance
Enhanced leadership
Higher job and life satisfaction
Openness
Increased learning
More creative
More flexible and autonomous
Training performance (good)
Enhanced leadership
More adaptable to change
Agreeableness
Better liked by others
More complaint and conforming
Higher performance
Lower levels of deviant behaviour
Greater effort and persistence More
drive and discipline
Better organized and planning
Higher performance
Enhanced leadership
Greater longevity
(TU)
Conscientiousness
8/27/2020

Major personality attributes influencing OB
Locus of Control (Internal vs. External)
Authoritarianism
Dogmatism
Machiavellianism (High Mach. vs. Low Mach)
Self-Esteem (High SE vs. Low SE)
Self-Monitoring/Adjusting (High vs. Low)
Risk Propensity/ Taking (High vs. Low)
Personality Type (Type A vs. Type B)

1. Locus of Control
The degree to which people believe they are in
control of their own fate
–Internal: Individuals who believe that they
control what happens to them
–External: Individuals who believe that what
happens to them is controlled by outside
forces such as luck or chance
(TU)
578/27/2020

2. Authoritarianism
• a concept developed by psychologist Adorno during WWII to
measure susceptibility to autocratic, fascistic or antidemocratic
appeals.
• According to him, “It refers to a belief that there
should be status and power differences among
people in organisations.”
• Authoritarians tend to place high moral value on their
beliefs and are strongly oriented towards conformity
of rules and regulations.
• They naturally prefer stable and structured work
environments which are governed by clean rules and
procedures.
(TU)
588/27/2020

3. Dogmatism
• Tendency to act in a certain assertive and
authoritative manner in accord with a set
of beliefs.
• "People with dogmatism are often
intolerant of people with differing
beliefs."
(TU)
598/27/2020

4. Machiavellianism
(High Mach. vs. Low Mach)
• This personality trait of Machiavellianism also
known as Mach is named after Niccolo
Machiavelli, who wrote in the 16th century on
how to gain and use power.
• Degree to which an individual is pragmatic
(looks sensible), maintains emotional distance,
and believes that ends can justify means.
(TU)
608/27/2020

5. Self-Esteem
(High SE vs. Low SE)
• Self Esteem is one of the attributes of
personality that has the potential to predict
performance.
• This trait of personality is the degree that a
person likes or dislikes themselves.
(TU)
618/27/2020

6. Self-Monitoring/Adjusting
(High SM vs. Low SM)
• “Self-monitoring is a personality trait
that measures an individual’s ability to
adjust his or her behaviour to external
situational factors.”
(TU)
628/27/2020

7. Risk Propensity (High vs. Low)
• The propensity of people to
assume risks or avoid risks
varies from person to person
depending upon the willingness
of the people to take chances.
• This human trait will affect the
decision making capability and
many other managerial
functions of a manager.
(TU)
638/27/2020

8/27/2020 Bhuwan Raj Chataut_Faculty_SDC (TU) 64
8. Personality Type A vs. Type B

General Characteristics of Type As
• Extremely Aggressive
• Easily Aroused Hostility
• A Strong Sense of Time Urgency
• Extremely Competitive

Work Characteristics of Type As
(vs. Type Bs)
• Achievement Oriented
• Hard-Working
• Dominant
• Quick
• Shrewd
• Aggressive
• Angry
• Lacking in Self-Control
Work-Related
Characteristics
As are
more
than Bs

Performance Differences
Between Type As and Type Bs
• Is difficult
• Calls for endurance (stamina)
• Has many external distractions
• If time deadline is unknown, As
work faster then Bs
• As set higher initial goals for their
performance
As Outperform Bs ~ If the situation:

Performance Differences
Between Type As and Type Bs
• When tasks require slow and careful responses
• When tasks require broad focus of attention
• On performance after prolonged and visible failure
Bs Outperform As

Type As and Work/Life Achievements
• Have higher nAch scores
• Have more education
• Have more rapid career advancement
• Attain a higher occupational status
• Receive more rewards from their work
• Study and work more hours for paid
employment
• Receive more academic and sport honors
• Are more active in high school sports
• Sleep less

Personal Characteristics of Type As
(vs. Type Bs)
• Highly Stressed
• Dissatisfied With Work
• Dissatisfied With Life
Achievements
• Dissatisfied With Their Marriages
Personal
Characteristics
As are more
than Bs:

Type As and Personal Health
• Have higher blood pressure
• Have more coronary diseases
• Have heightened nervous system activation

73
Hofstede's Framework of Personality
(Impact of Culture on Personality)
• Greet Hofstede (b1928/10/02 – d2020/02/12) Dutch
Social Psychologist
• Did series of studies throughout his life
• Focus on cultural values of world people
• Surveyed 1,16,000 IBM employees in 70 national
subsidiaries 1970s
• Culture’s Consequences (2001 2e), Cultures and
Organizations: Software of the Mind (2010 3e)
• The theory given by him is widely known as Hofstede's
cultural dimensions theory. The theory he describes
six cultures with bipolar dimensions, they are – PDI,
IND, UAI, MAS, LTO and IND
73 Bhuwan Raj Chataut_Faculty_SDC
(TU)
8/27/2020

Hofstede's cultural dimensions theory
Comparison of 4 countries: US, China, Germany and Brazil (2019)

Assignment III
1. Write short notes on Personality Profiling Using
DISC (Dominance, Influence, Steadiness,
compliance) methodology. Also mention the
importance of DISC method in organizations.
2. Why do we need to have FIRO-B (Fundamental
Interpersonal Relations Orientation Behavior )
instrument? How does it work? Describe with its
components with its dimensions along with the
scores.

Thank you !

Unit 4 Personality & Attitudes

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