3. MANA3335
IndividualDifferences
General Mental Ability: innate cognitive
intelligence
• Single best predictor of work
performance across many occupations
and cultures
Personality: relatively stable set of
characteristics that influence individuals’
behavior
• Responsible for consistency in
behavior
• Influenced by both heredity (Genetics)
and environmental factors
8. MANA3335
EvaluatingtheMBTI
Pros:
• Understand the different
viewpoints of others
• Facilitate team building
• Appreciate diversity and
differences that difference can
enable success
• Helps managers develop
interpersonal skills
9. MANA3335
EvaluatingtheMBTI
Cons
• Is NOT reliable (classifications
change).
• Does NOT predict performance
(should not be used in selection)!
• People do not fit neatly into these
types.
• Does not capture all important
dimensions of personality.
10. MANA3335
Strong situation: Overwhelms the effects of individual personalities by providing
strong cues for appropriate behavior
Weak situation: Provides no cues to appropriate behavior and no rewards for any
particular behavior
12. MANA3335
TheBigFivePersonalityDimensions
Rememberacronym“OCEAN”or“CANOE”
Creative, curious, and cultured (rather than practical with
narrow interests)
1) Openness to experience
Calm, self-confident, secure (rather than insecure, anxious,
and depressed)
5) Neuroticism/Emotional stability
Hardworking, organized and dependable (rather than lazy,
irresponsible, and unreliable)
2) Conscientiousness
Cooperative, warm, soft-hearted (rather than cold,
disagreeable, and antagonistic)
4) Agreeableness
Outgoing, talkative, assertive, sociable (rather than reserved,
timid, and quiet)
3) Extraversion
Characteristics of a Person Scoring
Positively on the Dimension
Personality Dimension
14. MANA3335
Extravert Advantage?
Extraverts tend to emerge as
leaders in informal group settings
and also hired to top leadership
positions
'I've been in the room and had
directors express the concern –
"this person is such a strong
introvert, how will they really
lead?"‘
But not all successful leaders are
extroverted
In CEO Genome Project only half of
top performers were extroverted.
--- Why?
15. MANA3335
Core Self-evaluation (CSE)
and life success
• Self-esteem
• Self-efficacy
• Locus of control
• Emotional Stability
Individuals with high CSE:
• have better job performance
• are more satisfied in their work
• are better able to recover from job
loss
• are happier with life
16. MANA3335
Self-esteem
People with high self-esteem
• Have positive feelings about themselves
• Believe their strengths are more important
than their weaknesses
• Perform better and are more satisfied with
their jobs
People with low self-esteem
• View themselves negatively
• Are affected by what others think of them
• Compliment those who give them positive
feedback
• Cut down people who give them negative
feedback
17. MANA3335
GeneralSelf-efficacy
Person’s general belief that you are capable of
meeting job demands in a wide variety of
situations
• High - Employees are confident in job-related
abilities
• Low - Employees feel ineffective at work
18. MANA3335
TaskspecificSelf-Efficacy
International Work Assignment
• Have you done this (or something similar) before and been successful?
• What success or failure have others that you know experienced?
• Do you have support from others to accomplish this task? What do others
think about your chances for success and the importance or
worthwhileness of the task?
• If you succeeded in the task how would you feel? Is there anything
physically or emotionally preventing your from doing the task?
19. MANA3335
Effects of HIGH Self-Efficacy
Prior
Experience
Self-efficacy
beliefs
High
“I know I
can do this job”
Success
Select the best
opportunities
Manage the situation—
avoid or neutralize
obstacles
Set goals
Plan, prepare, practice
Try hard: persevere
Creatively solve
problems
Learn from setbacks
Visualize success
Behavior
Models
Persuasion
from Others
Physical/
emotional
state
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Effects of LOW Self-Efficacy
Prior
Experience
Self-efficacy
beliefs
Low
“I don’t think
I can get the job
done”
Success
• Be passive
• Avoid difficult tasks
• Develop weak
aspirations and low
commitment
• Focus on personal
deficiencies
• Don’t even try
• Quit or become
discouraged
• Blame setbacks on
lack of ability or
bad luck
• Worry, experience
stress, become
depressed
• Think of excuses
Behavior
Models
Persuasion
from Others
Physical/
emotional
state
21. MANA3335
Self-Efficacy
Think of a task you want to do…
• Have you done this (or something similar) before and been successful?
• What success or failure have others that you know experienced?
• Do you have support from others to accomplish this task? What do others
think about your chances for success and the importance or
worthwhileness of the task?
• If you succeeded in the task how would you feel? Is there anything
physically or emotionally preventing your from doing the task?
1-21
22. MANA3335
Self-ReflectionAssessment
Choose A or B for each set :
a. Becoming a success is a matter of hard work; luck has little or nothing to do with it.
b. Getting a good job depends mainly on being in the right place at the right time.
a. The average citizen can have an influence in government decisions.
b. This world is run by the few people in power, and there is not much the little guy can do about it.
a. As far as world affairs are concerned, most of us are the victims of forces we neither understand
nor control.
b. By taking an active part in political and social affairs, people can control world events.
a. With enough effort we can wipe out political corruption.
b. It is difficult for people to have much control over the things politicians do in office.
23. MANA3335
Locusof
control
External Locus of Control:
One’s life outcomes
attributed to environmental
factors such as luck or fate
Internal Locus of Control:
Belief that one controls key
events and consequences in
one’s life
24. MANA3335
1. I find it hard to imitate the behavior of other people.
2. At parties and social gatherings, I do not attempt to do or say things that others will like.
3. I can only argue for ideas that I already believe.
4. I can make impromptu speeches even on topics about which I have almost no information.
5. In different situations and with different people, I often act like very different persons.
6. I am not particularly good at making other people like me.
7. I would not change my opinions (or the way I do things) in order to please others or win their favor.
8. I have trouble changing my behavior to suit different people and different situations.
9. I can look anyone in the eye and tell a lie with a straight face (if it is for a good cause).
10. I may deceive people by being friendly when I really dislike them.
T F
T F
T F
T F
T F
T F
T F
T F
T F
T F
Choose T or F for each statement:
25. MANA3335
Low self-monitors
• Pay less attention to situational cues,
instead act from internal states
• Behave consistently across situations
• Less likely to respond to work group norms
or supervisory feedback
Self-monitoring
Extent to which people base their behavior on cues from other people and situations
High self-monitors
• Pay attention to the behavior of other
people and behave accordingly
• Are less consistent in their behavior
• Demonstrate higher levels of managerial
self-awareness
27. MANA3335
_____ I enjoy promoting new ideas, even when others dismiss them.
_____ I am very good at discovering new opportunities.
_____ I try to make things happen, even when the odds are against me.
_____ I am constantly on the lookout for ways to do things better.
_____ I tend to go ahead and fix things that aren’t working rather than wait for others
to correct them.
_____ I tend to be a champion (lead supporter) for new ideas.
Rate the extent to which you agree or disagree with each statement (1-5).
Average your score.
28. MANA3335
Proactivepersonality
• Identify opportunities and
act on them
• Show initiative, take action,
and persevere till the
desired objective is achieved
• Positively related to job
performance, career
success, and job search
success
29. MANA3335
Affectivity
Indicate the extent to which you have felt this way over the past month:
1 = Very slightly/not at all, 2 = A little, 3 = Moderately, 4 = Quite a Bit, 5 = A lot
6. ______ Guilty
7. ______ Proud
8. ______ Irritable
9. ______ Inspired
10. ______ Nervous
1. _____ Interested
2. _____ Distressed
3. _____ Excited
4. _____ Upset
5. _____ Enthusiastic
30. MANA3335
• It is possible to be high on both
positive affectivity (PA) and
negative affectivity (NA)
• Moderately stable over time and
across situations
• Managers with high PA tend to
create more positive employee
experiences and culture.
• PA is also associated with creative
problem solving and is a resource
for coping with stress
• NA is associated with workplace
deviance and reduced productivity
Affect
32. MANA3335
______ 1. If someone I’m talking with begins to cry, I get teary-eyed.
______ 2. Being with a happy person picks me up when I’m feeling down.
______ 3. When someone smiles warmly at me, I smile back and feel warm inside.
______ 4. I get filled with sorrow when people talk about the death of their loved ones.
______ 5. I clench my jaws and my shoulders get tight when I see the angry faces on the news.
______ 6. When I look into the eyes of the one I love, my mind is filled with thoughts of romance.
______ 7. It irritates me to be around angry people.
______ 8. Watching the fearful faces of victims on the news makes me try to imagine how they
might be feeling.
______ 9. I melt when the one I love holds me close.
______ 10. I tense when overhearing an angry quarrel.
______ 11. Being around happy people fills my mind with happy thoughts.
______ 12. I sense my body responding when the one I love touches me.
______ 13. I notice myself getting tense when I’m around people who are stressed out.
______ 14. I cry at sad movies.
______ 15. Listening to the shrill screams of a terrified child in a dentist’s waiting room makes me
feel nervous.
4 - Always
3 - Often
2 - Rarely
1 - Never
36. MANA3335
JobSatisfaction
Pleasurable or positive emotional state resulting from the appraisal of one’s job
• Will be dissatisfied if:
• Poor and unsafe working conditions (hours worked, flexible schedule, work location)
• Poor relationships with supervisors and colleagues
• Insufficient pay and job security (pay, sick leave, vacation, benefits)
• Will be satisfied by:
• Challenging work, responsibility
• Opportunities for advancement and achievement
• Recognition, valued rewards
37. MANA3335
Activity
Basic Model of Job Satisfaction
• GENERAL WORKING CONDITIONS
• PAY AND PROMOTION POTENTIAL
• WORK RELATIONSHIPS
• USE OF SKILLS AND ABILITIES
• WORK ACTIVITIES
Millennials
OlderWorkers
WorkingParents
39. MANA3335
Attitude
Evaluating something with a degree
of favor or disfavor
• Affect: way we feel or
emotions we have about
something
• Behavioral intent: how we
plan to act or behave toward
something
• Cognition: thoughts or beliefs
we have about something
41. MANA3335
Attitude-behaviorcorrespondencerequirements
• Attitude specificity
• The more specific the attitude, the stronger is its link to behavior
• Attitude relevance
• Topic is of personal importance, stronger link to behavior
• Timing of measurement
• Shorter time between the attitude measurement and observed behavior, the
stronger the link
• Personality factors
• Weaker link between attitudes and behaviors for high self-monitors
• Social constraints
• Weaker link when social context provides information about acceptable attitudes
and behaviors
42. MANA3335
Cognitivedissonance
State of tension produced when an individual experiences conflict
between attitudes and behavior
BELIEF
BEHAVIOR
CHANGE
BELIEF
CHANGE
BEHAVIOR
RATIONALIZE
INCONSISTENCY
INCREASED
DISSONANCE
(DISCOMFORT)
REDUCED
DISSONANCE
(DISCOMFORT)
43. MANA3335
Attributiontheory
Individuals attempt to pinpoint the causes of their own and others’ behavior
• Internal source - Something within the individual’s control
• External source - Something outside the individual’s control
