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INDIVIDUAL BEHAVIOR-PERSONALITY LECTURE #2.ppt
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- 10. Understanding Individual Behavior EmployeeBehavior Managerial Challenge As a result, managers are challenged to understand and recognize the importance of individual differences in their employees. An individual’s behavior will be determined to a great extent by several internal elements, such as attitudes, personalities, perceptions, and abilities.
- 11. Why Study IndividualDifferences? Individual Differences Perception Motivation Learning Individual Behavior • Individual differences (personality, abilities, values, & attitudes) affect how you and those around you see the world and react to it.
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- 13. The Nature ofAbility Ability is mental or physical capacity to do something • COGNITIVE ABILITY • PHYSICAL ABILITY
- 14. Ability • Ability – Definedas an existing capacity to perform various tasks needed in a given situation. – Ability may be classified as mental, mechanical, and psychomotor. – In the organizational setting, ability and effort are key determinants of employee behavior and performance.
- 15. Intellectual Abilities • Numberaptitude • Verbal comprehension • Perceptual speed • Inductive reasoning • Deductive reasoning • Spatial visualization • Memory ability
- 16. COGNITIVE ABILITIES ABILITY DESCRIPTIONEXAMPLE OF JOB Verbal Ability Ability to understand and use written and spoken language Teacher, lawyer, writers Numerical Ability Ability to solve arithmetic problems and deal with number Waiters, investment bankers,engineers, accountant Reasoning Ability Ability to come up with solution for problems and understand the principles by which different problems can be solved Therapists, interior designers, car mechanics, comp. software designers Deductive Ability Ability to reach appropriate conclusions from an array of observation Medical researchers, detectives, scientists, Ability to see relationship Ability to see how two things are related to each other and apply this knowledge to other relationship Anthropologists, travel agents, consultants, wedding planners Ability to remember Ability to recall things ranging from simple associations to complex groups of statements or sentences Translators, salespeople, managers researchers Spatial Ability Ability to determine the location of objects in relation to one’s own position and imagine how an object would appear if its position in space were altered Air traffic controllers, architects, clothing designers, astronauts Perceptual Ability to uncover visual patterns and see relationship within across patterns Prof. Photographers, pilots, landscape designers, captains
- 17. PHYSICAL ABILITY • MOTORSKILL – ability to physically manipulate objects in an environment • PHYSICAL SKILL – a person’s fitness and strength
- 18. MANAGEMENT OF ABILITYIN ORGANIZATIONS • SELECTION • PLACEMENT • TRAINING
- 19. PERSONALITY The law ofindividual difference
- 20. WHAT DO WEMEAN BY PERSONALITY? You have a strong need for other people to like you and for them to admire you. At times you are extroverted, affable, sociable, while at other times you introverted, wary, and reserved. You have a great deal of unused energy, which you have not turn to your advantage. While you have some personality weaknesses, you are generally able to compensate for them. You prefer certain amount of change and variety and become dissatisfied when hemmed in by restrictions and limitations. You pride yourself on being independent thinker and do not accept others’ opinion without satisfactory proof. You have a tendency to be critical of yourself. Some aspirations tend to be pretty unrealistic.
- 21. WHAT DO WEMEAN BY PERSONALITY? • We all like to think of ourselves as unique • No two people are exactly alike in terms of temperament • Study of personality is concerned with “individual differences” e.g.why do some people achieve success and other don’t why do some people perceive things in different ways? why do some people suffer stress and others don’t?
- 22. WHAT DO WEMEAN BY PERSONALITY? Definition Those characteristics of the individual that account for enduring, pervasive and distinctive of patterns of behavior
- 24. Personality • Describes howyou naturally tend to act or react across situations. • Consists of psychological traits that don’t change much over time. • Nature vs. Nurture? • Thousands of personality traits exist, but only some predict behavior at work.
- 25. Origins of Personality HereditySituation Environment
- 26. HISTORICAL FOUNDATIONS OF PERSONALITY •Thales (624-550 B.C) water as ultimate reality • Empedocles (490-435 B.C) four basic element: fire, air, water,and earth • Hippocrates (460- 370 B.C) human are made of element • Galen (130-200) temperament model of human behavior
- 27. Galen (130-200 AD) temperamentmodel of human behavior FIRE BLOOD SANGUINE warm, hearted, volatile EARTH BLACK MELANCHOLIC sad, melancholy AIR YELLOW CHALORIC quick to anger, WATER PHLEGM PHLEGMATIC slow to act, cool, calm
- 28. HISTORICAL FOUNDATIONS OF PERSONALITY Phlegm Black bile Blood Melancholicpersonality (sad, depressed, pessimistic) Phlegmatic personality (sluggish, apathetic) Choleric personality (angry, irritable) Sanguine personality (optimistic, enthusiastic, excitable)
- 29. HISTORICAL FOUNDATIONS OF PERSONALITYMEASUREMENT SIGMUND FREUD • Father of ‘psychoanalytic theory’ • Behavior is the result of interplay between motives, drives, needs and conflicts • Stresses the importance of unconscious mind • Characteristics such as anxiety or depression are a respond of unconscious conflict and disruption
- 30. Freudian Theory Levelsof consciousness – Conscious • What we’re aware of – Preconscious • Memories etc. that can be recalled – Unconscious • Wishes, feelings, impulses that lies beyond awareness Structures of Personality – Id • Operates according to the “pleasure principle” – Ego • Operates according to the “reality” principle – Superego • Contains values and ideals
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- 33. Freudian Theory Anxietyoccurs when: – Impulses from the id threaten to get out of control – The ego perceives danger from the environment The ego deals with the problem through: – coping strategies – defense mechanisms
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- 35. Trait theory Personality traitsdefined as • Dimensions of individual differences in tendencies to show consistent patterns of thoughts, feelings, and actions • Traits often masked by mood and environment • First impressions of traits are powerful but often misleading
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- 40. Personality Theories • LearningOriented Approach – The process by which lasting changes in behavior are made through our experiences with the world. – Experience is the essential focus of this theory • We are what we learn… • 2 Types of Learning – Instrumental – Praise that reinforces behaviors – Punishment - Negative reinforcement that reduces desired behaviors
- 41. Personality Theories • HumanisticOriented Approach -- Emphasis is on positive aspects of personality. According To The Humanistic Approach: * Cannot predict individual behavior based on environmental variables * Must understand individual subjective points of view * Must be optimistic about the capacity of humans to accept responsibility, acquire new skills, and behave in constructive ways…
- 42. Cognition and Personality ACombination Approach “ A theory that assumes that an individual’s ideas about the world around them act to guide or influence their perceptions, thoughts, and behaviors”. ______________________________________ And: It’s a theory that uses cognitive processes such as memory and attention to produce individuality.
- 43. Mischel’s Cognitive Social LearningTheory Cognitive and behavioral competencies Encoding strategies And personal constructs Subjective stimulus value Self-regulatory Systems and plans Affects Thoughts Behavior
- 44. FIVE FACTORS OF PERSONALITY NEUROTICISM CONSCIENTIOUSNESS OPENESSTO EXPERIENCE EXTRAVERSION AGREEBLENESS
- 45. The Big Five Personality Model Openness toExperience Extraversion Agreeableness Conscientiousness Emotional Stability
- 46. The Big “5” AdultPersonality Traits • Extroversion vs. Introversion • Agreeableness vs. Antagonism • Conscientiousness vs. Undirectness • Emotional Stability vs. Instability • Openness vs. Reservedness Occur Across Different Cultures, Languages, Genders and Occupations
- 47. The Big-Five Model 1.Extroversion - Comfort level with relationships 2. Agreeableness - Propensity to defer to others 3. Conscientiousness - Measure of reliability 4. Emotional stability - Ability to withstand stress 5. Openness to experience - Range of interests & fascination with novelty
- 48. Other Key PersonalityTraits Locus of control - Belief that life is controlled by oneself vs. outsiders Machiavellianism - Tendency to manipulate and maintain emotional distance Self-esteem - Degree one likes or dislikes oneself Self-monitoring - Sensitive to external cues to behave differently Risk propensity - Willingness to take chances Type A personality - Incessantly struggling to achieve more
- 49. Personality Attributes and Behavior Risk Taking Locus ofControl Self-Esteem Type A Personality Self-Monitoring Machiavellian Traits
- 50. Personality: It’s Impact AtWork • Type A Personality 40% of Population – Hard Driving – Competitive – Impatient – Aggressive • Type B Personality 60% of Population – Relaxed – Easygoing – Sociable – Not Competitive Oil Water
- 51. Type A vsThe Job • Health Concerns – Twice as likely to have heart disease – Responds to stress in more physical ways • Performance – Works Faster – Seeks more challenge – Selects more difficult tasks DANGER!
- 52. Type A Modified vs. TypeB Modified • Type A with good emotional adjustment – Charismatic – Vigorous • With poor emotional adjustment – Hostile – Impatient • Type B with good emotional adjustment – Content – Calm • With poor emotional adjustment – Tense – Inhibited
- 53. Matching Personalities &Jobs • Six-Personality-Types Model: – Employee satisfaction with & propensity to leave job depend on degree of personality matching occupational environment • Six major personality types have been identified
- 54. Matching Personalities AndJobs Person Job Performanc e
- 55. Person-Environment Fit • Person-JobFit: – A person’s abilities & personality meet the demands of a job and/or a person’s needs are met by the job. – Vocational choice inventories. • Person-Organization Fit: – A person’s values, personality, and abilities are similar to others’ in the organization, and/or the person and organization meet each others’ needs. – Value and culture profiles.
- 56. Holland’s Personality-Job FitTheory Type Personality Occupations Realistic Investigative Social Conventional Enterprising Artistic Shy, Stable, Practical Analytical, Independent Sociable, Cooperative Practical, Efficient Ambitious, Energetic Imaginative, Idealistic Mechanic, Farmer, Assembly-Line Worker Biologist, Economist, Mathematician Social Worker, Teacher, Counselor Accountant, Manager Bank Teller Lawyer, Salesperson Painter, Writer, Musician
- 57. Six Personality Types& Sample Occupations Type Personality Characteristics Sample Occupation Realistic: Prefers physical activities that require skill, strength, & coordination Shy, genuine, persistent, stable, conforming, practical Mechanic, drill press operator, assembly-line worker, farmer Investigative: Prefers activities involving thinking, organizing, & understanding Analytical, original, curious, independent Biologist, economist, mathematician, news reporter Social: Prefers activities that involve helping & developing others Sociable, friendly, cooperative, understanding Social worker, teacher, counselor, clinical psychologist Conventional: Prefers rule- regulated, orderly, & unambiguous activities Conforming, efficient, practical, unimaginative, inflexible Accountant, corporate manager, bank teller, file clerk Enterprising: Prefers verbal activities where there are opportunities to influence others & attain power Self-confident, ambitious, energetic, domineering Lawyer, real estate agent, public relations specialist, small business manager Artistic: Prefers ambiguous & unsystematic activities that allow creative expression Imaginative, disorderly, idealistic, emotional, impractical Painter, musician, writer, interior decorator Source: Based on J. L. Holland, Making Vocational Choices: A Theory of Vocational Personalities and Work Environments, 2nd ed. (Englewood Cliffs, NJ: Prentice Hall, 1985).
- 58. Hexagonal Diagram ofthe Relationship Among Occupational Personality Types
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- 60. Does Personality Influence Successon the Job? • What is an Effective Hire? – Demonstrate honesty and integrity – Interpersonally “skilled” – Able to build and lead a team – Show respect for others & pride in yourself – Be punctual in attendance – Be intelligent – Strong Problem-Solving skills – Ability to learn and adapt
- 61. Does Personality Influence Successon the Job? • What is an Effective Hire? – Demonstrate honesty and integrity – Interpersonally “skilled” – Able to build and lead a team – Show respect for others & pride in yourself – Be punctual in attendance – Be intelligent – Strong Problem-Solving skills – Ability to learn and adapt
- 62. Planting the Seed •Managers’ Perceptions of Job Relatedness of Personality Traits and Intelligence •Most Important Attribute across all Jobs: –Intelligence •Some Personality Traits matter: –Work Motivation (Conscientiousness) –Emotional Control (Emotional Stability)
- 63. Does Personality Matter? •Basic Premise: People do have long term, dispositional traits that influence their behavior in work settings. • Old Conventional Wisdom – Not Related to Job Success • New Conventional Wisdom – Some Traits Do Predict Performance – Need to Consider Specific Traits – Need to Consider Job Demands
- 64. Myers-Briggs Type Indicator(MBTI) • Extroversion versus introversion (EI) – An individual’s orientation toward the inner world of ideas (I) or the external world of the environment (E). • Sensing versus intuitive (SN) – An individual’s reliance on information gathered from the external world (S) or from the world of ideas (N). • Thinking versus feeling (TF) – One’s preference for evaluating information in an analytical manner (T) or on the basis of values and beliefs (F). • Judging versus perceiving (JP) – Reflects an attitude toward the external world that is either task completion oriented (J) or information seeking (P). • Potential problem with personality tests like MBTI: – A strong tendency to stereotype, pigeonhole or typecast people, limiting growth opportunities.
- 65. Characteristics Frequently Associatedwith Myers-Briggs Types
- 66. Myers Biggs TypeInventory (MBTI Types) Intuitive Thinkers (NT) Architects of progress & ideas See relationship among departments Focus on possibility & analyze objectively Change agent Responsive to creativity Straightforward and open Enjoy intellectual activities Enjoy problem solving Unaware of others’ feeling Judge other on intellectual achievement Unreasonable expectations Intuitive Feelers (NF) Personal charisma & commitment to others Good communicators Comfortable with uncertainty and change Patient with complications Open to ideas and to changes Relate well to others Seek social and personal contact Need to much approval to others Burn out and need periods of rest Have trouble implementing ideas Sensation Thinkers (ST) Establish rule and regulation Focus on fact and figure Decisive & excellent decision maker base on fact Preserve toward realistic goals Focus on effectiveness and efficiency Push others to get to the point Give and receive concrete reward Impatient with delay Jump into action too quickly Tense when things don’t go as plan Sensation Feelers (SF) Pragmatic and methodical Troubleshooters and diplomats Good at working the system Understand organization well Respond well to concrete ideas Predictable and easy to get along with Reward out come rather than effort Reluctant to accept change Over-reliance on rules and regulations Too much focus on the present THINKING (T) FEELING (F) INTUITIVE (N)
- 67. Tell Me WhyI Should Care • Value of Effective Hires? Gain in Productivity 90 120 150 180 210 Low Med High Job Complexity Performance vs. Standard Best 85th Avg
- 68. Tell Me WhyI Should Care Strategically, our People are More Important Today than ever before. Why? 1. The Quality or Service Challenge 2. Role of Knowledge and Innovation 3. Changing Jobs and Flatter Firms Our Employees Provide a Source of Competitive Advantage
- 69. Tell Me WhyI should Care about Personality? • Personality is NOT Strongly Related to any Behavior most Organizations Care About • YET
- 70. Why I shouldCare (Cont) • Personality IS Moderately related to Many Behaviors Firms Care About – Regularly coming to work on time – Staying with the Organization (not quitting) – Contributing more positive “Citizenship Behaviors” (going “above & beyond”) * Helping others; Mentoring newcomers – Maintaining Personal Discipline – Overall Job Performance
- 71. Why I ShouldCare (Cont) • Personality Matters for a Long Time – Over a 50 year time period, a study reveals the best predictors of Career Success (Pay, Promotions) and Career Satisfaction were: •Intelligence •Personality, specifically: –Work Motivation (Conscientiousness) –Emotional Control (Emotional Stability)
- 72. Which Personality TraitsMatter? • Thousands of Personality Traits Exist • Recent Research --> Well-Accepted Structure of Personality –Five Factor Model: Extraversion, Agreeableness, Conscientiousness, Emotional Stability, Openness to Experience
- 73. Conclusions: The Predictive Validityof the FFM • 2 Traits are Useful Predictors in nearly all Jobs – Conscientiousness = Work Related Motivation • Dependable, Organized, Hardworking, Achievement – Emotional Stability = Especially Emotional Control - Influences Motivation at Work • Calm, Self-Confident, Resilient • In Work Situations, these two traits are “General Competencies” that are Important Across Jobs
- 74. Conclusions: The Predictive Validityof the FFM • Other Traits are Relevant for some Jobs or some Criteria: – Extraversion - Social Jobs (eg Sales & Mgmt) and for Training – Agreeableness - Cooperation is Critical (Teams) or with large Customer Service demands – Openness to Experience – Training, Creativity • These Traits are relevant only in Specific “Niches”
- 75. How does theSituation Affect this Relationship? • 2 Perspectives To Trait -Situation Interaction – Traits Are Correlated With Behaviors Only In Relevant Situations – People Will Choose Situations That “Match” Their Traits
- 76. Emotional Intelligence Self-Awareness Managing Emotions MotivateOneself Empathy Handle Relations Emotional Intelligence Job Performance
- 77. Emotional Intelligence (EQ) •Some data suggests that EQ contributes to personal success, above and beyond IQ. • Competencies – Personal: Self-Awareness, Self-Regulation, Motivation – Social: Empathy, Social Skills • Gender differences: – Women score higher on empathy & social skills; whereas men score higher on self control aspects. • Unlike IQ, EQ can be learned.