This chapter discusses how personality, attitudes, and work behaviors affect how managers plan, organize, lead and control (P-O-L-C). It explains that individuals have different personalities and values that influence their work behaviors. The chapter focuses on the Big Five personality traits of openness, conscientiousness, extraversion, agreeableness, and neuroticism. It describes how each trait relates to work behaviors and performance. The chapter also discusses other personality dimensions like self-monitoring and proactive personality that impact work.
Infosys has several talent management practices to attract, recruit, train, engage, and reward employees. They collaborate with educational institutions to attract talent. The recruitment process evaluates candidates' aptitude, analytical skills, teamwork, and ability to learn. Training programs help employees adapt and develop new skills. Infosys engages employees through social events and community involvement. They also offer customized rewards and health benefits to retain top talent.
Maruti Suzuki Alto 800 is one of the top selling cars in India. Some key details:
- Maruti Suzuki is a subsidiary of Japanese company Suzuki and is India's largest car manufacturer, known previously as Maruti Udyog Limited.
- The Alto 800 is a higher version of the Maruti M800 that was based on the Suzuki Alto. It has a new design language while maintaining familiar elements.
- Specifications include a 796cc petrol engine with 48 bhp, 5-speed manual transmission, and seating for 5 people. It is known for its fuel efficiency and spacious interior.
The CEO held a two-day workshop to address issues with strategy implementation in the organization. On day one, groups used a change puzzle kit to analyze the current organization and develop a vision of the future organization. They identified core changes needed. On day two, groups used a game to develop an integrated, detailed implementation plan addressing leadership tasks. The result was an practical plan that excited and motivated the leaders to work together to implement the strategy.
HR Policy and HR Practices of Tata MotorsPavanJadhav33
This Presentation is about HR policies of Tata Motors.
HUMAN RESOURCE PRACTICES IN TATA.
Tata Group believe that people are there greatest asset and they adopt best practices to ensure healthy employee relations, employee growth and development as well as work satisfaction.
The document summarizes the Maruti Manesar dispute between Maruti Suzuki and its workers at the Manesar plant in India. In July 2012, violence broke out at the plant as workers attacked managers, killing one and injuring over 100. This was caused by tensions between permanent and contract workers over differences in pay and working conditions. The dispute significantly impacted Maruti's operations and cost it over $25 million. Solutions involved hiring reforms and reopening the plant with a smaller workforce.
This document discusses executive compensation and equity theory. It begins by outlining equity theory, which states that an employee's compensation should be fairly balanced with their contributions. It then discusses how executive compensation often violates this, with CEOs in the S&P 500 making 263 times the average employee salary. Researchers recommend the CEO/employee pay ratio be no higher than 20 to 1. The document raises questions about whether government should regulate executive pay and if tying compensation more closely to company performance could motivate employees.
Bajaj Auto Ltd. is an Indian motorcycle and auto manufacturer founded in 1945. It operates plants in Maharashtra and Uttaranchal, India. The company's key products include motorcycles in the Discover, Pulsar, and Avenger series. It employs around 1,000 people at its Chakan, Maharashtra plant visited for this report. Bajaj Auto has grown significantly since obtaining a manufacturing license in 1960 and becoming a leading motorcycle brand in India with international sales as well.
Honda and Toyota are analyzed using the VRIO framework to determine their competitive advantages. Honda excels at design and production efficiency through its unique corporate structure and manufacturing techniques. Its research and development capabilities are rare and costly to imitate. In contrast, Toyota has low production costs through its innovative Toyota Production System. However, Honda has a greater competitive advantage overall due to its market leadership, brand image, and value provided to customers.
Infosys has several talent management practices to attract, recruit, train, engage, and reward employees. They collaborate with educational institutions to attract talent. The recruitment process evaluates candidates' aptitude, analytical skills, teamwork, and ability to learn. Training programs help employees adapt and develop new skills. Infosys engages employees through social events and community involvement. They also offer customized rewards and health benefits to retain top talent.
Maruti Suzuki Alto 800 is one of the top selling cars in India. Some key details:
- Maruti Suzuki is a subsidiary of Japanese company Suzuki and is India's largest car manufacturer, known previously as Maruti Udyog Limited.
- The Alto 800 is a higher version of the Maruti M800 that was based on the Suzuki Alto. It has a new design language while maintaining familiar elements.
- Specifications include a 796cc petrol engine with 48 bhp, 5-speed manual transmission, and seating for 5 people. It is known for its fuel efficiency and spacious interior.
The CEO held a two-day workshop to address issues with strategy implementation in the organization. On day one, groups used a change puzzle kit to analyze the current organization and develop a vision of the future organization. They identified core changes needed. On day two, groups used a game to develop an integrated, detailed implementation plan addressing leadership tasks. The result was an practical plan that excited and motivated the leaders to work together to implement the strategy.
HR Policy and HR Practices of Tata MotorsPavanJadhav33
This Presentation is about HR policies of Tata Motors.
HUMAN RESOURCE PRACTICES IN TATA.
Tata Group believe that people are there greatest asset and they adopt best practices to ensure healthy employee relations, employee growth and development as well as work satisfaction.
The document summarizes the Maruti Manesar dispute between Maruti Suzuki and its workers at the Manesar plant in India. In July 2012, violence broke out at the plant as workers attacked managers, killing one and injuring over 100. This was caused by tensions between permanent and contract workers over differences in pay and working conditions. The dispute significantly impacted Maruti's operations and cost it over $25 million. Solutions involved hiring reforms and reopening the plant with a smaller workforce.
This document discusses executive compensation and equity theory. It begins by outlining equity theory, which states that an employee's compensation should be fairly balanced with their contributions. It then discusses how executive compensation often violates this, with CEOs in the S&P 500 making 263 times the average employee salary. Researchers recommend the CEO/employee pay ratio be no higher than 20 to 1. The document raises questions about whether government should regulate executive pay and if tying compensation more closely to company performance could motivate employees.
Bajaj Auto Ltd. is an Indian motorcycle and auto manufacturer founded in 1945. It operates plants in Maharashtra and Uttaranchal, India. The company's key products include motorcycles in the Discover, Pulsar, and Avenger series. It employs around 1,000 people at its Chakan, Maharashtra plant visited for this report. Bajaj Auto has grown significantly since obtaining a manufacturing license in 1960 and becoming a leading motorcycle brand in India with international sales as well.
Honda and Toyota are analyzed using the VRIO framework to determine their competitive advantages. Honda excels at design and production efficiency through its unique corporate structure and manufacturing techniques. Its research and development capabilities are rare and costly to imitate. In contrast, Toyota has low production costs through its innovative Toyota Production System. However, Honda has a greater competitive advantage overall due to its market leadership, brand image, and value provided to customers.
Coca-Cola has undergone significant changes over its history in response to external factors like wars and internal shifts in tastes and expectations. When it was founded in 1886, it produced a product that was sold as a medicine and made only $50 in sales annually. Now, Coca-Cola produces over 500 products and sells 1.8 billion bottles daily. The company has changed its products, organizational structure, packaging, and employees to adapt. It uses models like Lewin's three-step process of unfreezing, changing, and refreezing to implement changes while overcoming resistance from staff and customers accustomed to tradition. Overall, Coca-Cola's ability to evolve with the times through comprehensive change management has contributed to its
Toyota entered the Chinese market through a joint venture with FAW called Tianjin FAW Toyota Motor Co. As a late entrant, Toyota faced competition from Volkswagen and GM who held the top two positions. Toyota hired inexperienced local workers rather than experienced ones from FAW and established a training school to teach them skills. They used less automation so workers could learn from mistakes. By 2003, Toyota's Vios model became popular, helping the Tianjin facilities succeed. Toyota later established another joint venture called Guangzhou Toyota Motor Co. with Guangzhou Automobile Group. While Toyota held a small market share initially, it aimed to capture 10% of the Chinese market by 2010 through expanding dealerships nationwide
This document provides an agenda and list of participants for a group presentation on marketing and brands for an EMBA program. The presentation covers ITC Ltd, a major Indian conglomerate with businesses in cigarettes, food, hotels, paper, and other areas. The group analyzes ITC's company profile, product mix, strategies, and competition. Market data on India's food and beverage industry is also presented.
Values-based Candidate Selection at LinkedIn One Hiring Managers ApproachAbhishek Agarwal
This case discusses the hiring process at LinkedIn and how they ensure new employees fit the company's values and culture. It introduces Ryan Giles, a LinkedIn hiring manager, who poses an interview question to an internship candidate, Lindsay Reed. In the question, Lindsay is asked what she would do if a manager told her about an employee whose infant was in the ICU an hour from home during an important meeting. Lindsay responds that as LinkedIn values managing compassionately, she would have another team member help the employee by providing financial or emotional support, while she stayed in the meeting. This recommendation reflects LinkedIn's core values of putting members first and maintaining relationships, while acting like an owner when quick decisions are needed.
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTELMehreen Shafique
These are the questions that I received in my specialization course. Hope these are helpful for others. I have pasted the questions first. The case study is also included.
The Indian FMCG sector is the fourth largest in the Indian economy with a market size of $13.1 billion according to Nielsen. FMCG includes food and beverage, personal care, pharmaceuticals, plastic goods, paper and household products. The sector is growing rapidly due to rising incomes, urbanization, and competition. Rural markets account for over 20% of FMCG sales. Key growth drivers include rising incomes, urbanization, and expanding distribution networks. The sector faces challenges like price sensitivity, rising costs, and increasing competition. However, opportunities exist in serving rural and premium markets through innovation.
Maruti Suzuki World
Cars are what Maruti Suzuki builds. Experiences are what it creates.
Experiences fuelled by innovations, forward thinking, and a commitment to bring the very best to Indian roads. From the day the iconic Maruti 800 was launched in 1983, the company has been spearheading a revolution of change. Turning an entire country’s need for driving, into its love for driving.
However, tastes and demands keep on evolving with each new generation of Indians. This has not been looked at by Maruti Suzuki as a challenge, but as an inspiration to go beyond traditional boundaries of car-making. Infusing design and technology is one such step it has taken to make its cars meet new age expectations smoothly.
Today, Maruti Suzuki has its eyes set firmly on the possibilities of tomorrow. And everybody is invited on this journey.
The document discusses ITC Limited's human resource development strategies, including attracting and developing top talent through training programs. ITC focuses on leadership development, skills training, and creating a responsive culture. Key talent management strategies include recruitment from top campuses, investments in learning and development, and encouraging local employment.
Maruti Udyog Limited is India's largest car manufacturer. It was established in 1982 through a joint venture between the Government of India and Suzuki Motor Corporation of Japan. Maruti produces a wide range of affordable vehicles to meet different market needs. It has a large domestic market share in India and exports over 50,000 cars annually. Maruti focuses on strong distribution networks, affordable prices, and customer loyalty programs to maintain its market leadership position in India.
Honda Cars India Ltd is a leading manufacturer of premium cars in India. It produces several models like Honda Brio, Honda Amaze, Honda Jazz, Honda City, Honda Mobilio and Honda CR-V. It has a strong sales and distribution network across India. Its main competitors are Maruti Swift Dzire, Tata Zest, Hyundai Xcent, and Toyota Etios. Honda targets middle-class families earning Rs. 6-8 lakhs annually. It segments the market and matches models to customer needs. Marketing strategies include competitive pricing, extensive promotions and advertisements, and a wide dealer network for purchase and after-sales support.
This document discusses organizational culture and the OCTAPACE model. It defines organizational culture as shared assumptions, values and beliefs that influence employee behavior. The document then summarizes Nokia's culture, which focuses on values, performance-based rewards, growth opportunities, and work-life balance. It also outlines seven elements of culture. Finally, the OCTAPACE model for assessing culture is introduced, with openness, trust, confrontation, proactivity, autonomy, collaboration and experimentation described as key dimensions.
The Taj Hotels Resorts and Palaces employs over 13,000 people across 100 hotels in India and internationally. It has very selective and strict hiring policies, judging applicants on their values and training new employees for 18 months, longer than industry standard. Employees receive ongoing training and leadership development opportunities. Performance is evaluated through 360-degree feedback and an employee satisfaction tracking system aims for 100% satisfaction. The HR practices have resulted in high employee commitment, retention rates, improved service standards, and customer satisfaction levels.
This document provides an overview of the food processing industry in India. It discusses that India is the second largest producer of food globally and has potential to become the largest. The total food production in India is expected to double in the next ten years. It also outlines the size and growth of various sub-sectors in the industry such as fruits and vegetables, dairy, meat and poultry, packaged/convenience foods, etc. The document highlights that the food processing industry is a major driver of India's economic growth and development.
ITC was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into multiple businesses. It operates in FMCG, hospitality, paperboards, agri-business, and IT with a total of 21 products across 6 major business categories. ITC has a wide product range across industries and provides variants within product categories.
The document summarizes Nestle's human resources policy. It covers topics such as shared responsibility in dealing with people, recruitment and joining Nestle, employment terms, work-life balance, remuneration, professional development, and industrial relations. The policy aims to attract and retain high-quality employees who align with Nestle's values and ensure a respectful, safe, and discrimination-free work environment.
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
This document discusses personality types and their importance in organizational behavior and staffing. It describes the "Big Five" personality traits of conscientiousness, agreeableness, neuroticism, openness to experience, and extroversion. Certain personality traits like agreeableness predict less conflict and better teamwork. When staffing, managers should consider which personality types are best suited for different roles based on strengths and weaknesses to improve success. There are four main personality types - action-oriented, social, supportive, and detail-oriented analytical - that each contribute uniquely to the workplace.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
Employee engagement that bonds trust in workplaceKhrisma Khrisma
The document discusses employee engagement and how leaders can foster trust and bonds between employees and management. It outlines ten strategies ("C's") that leaders can use to engage employees: connecting with employees on a personal level; providing career growth opportunities; communicating a clear vision; conveying expectations and providing feedback; recognizing contributions; allowing employee input and control; fostering collaboration; maintaining credibility and ethics; and building confidence. Employee engagement is important for employee well-being, performance and company success. Leaders who implement these strategies can bridge gaps, motivate workers and execute company strategies effectively.
Coca-Cola has undergone significant changes over its history in response to external factors like wars and internal shifts in tastes and expectations. When it was founded in 1886, it produced a product that was sold as a medicine and made only $50 in sales annually. Now, Coca-Cola produces over 500 products and sells 1.8 billion bottles daily. The company has changed its products, organizational structure, packaging, and employees to adapt. It uses models like Lewin's three-step process of unfreezing, changing, and refreezing to implement changes while overcoming resistance from staff and customers accustomed to tradition. Overall, Coca-Cola's ability to evolve with the times through comprehensive change management has contributed to its
Toyota entered the Chinese market through a joint venture with FAW called Tianjin FAW Toyota Motor Co. As a late entrant, Toyota faced competition from Volkswagen and GM who held the top two positions. Toyota hired inexperienced local workers rather than experienced ones from FAW and established a training school to teach them skills. They used less automation so workers could learn from mistakes. By 2003, Toyota's Vios model became popular, helping the Tianjin facilities succeed. Toyota later established another joint venture called Guangzhou Toyota Motor Co. with Guangzhou Automobile Group. While Toyota held a small market share initially, it aimed to capture 10% of the Chinese market by 2010 through expanding dealerships nationwide
This document provides an agenda and list of participants for a group presentation on marketing and brands for an EMBA program. The presentation covers ITC Ltd, a major Indian conglomerate with businesses in cigarettes, food, hotels, paper, and other areas. The group analyzes ITC's company profile, product mix, strategies, and competition. Market data on India's food and beverage industry is also presented.
Values-based Candidate Selection at LinkedIn One Hiring Managers ApproachAbhishek Agarwal
This case discusses the hiring process at LinkedIn and how they ensure new employees fit the company's values and culture. It introduces Ryan Giles, a LinkedIn hiring manager, who poses an interview question to an internship candidate, Lindsay Reed. In the question, Lindsay is asked what she would do if a manager told her about an employee whose infant was in the ICU an hour from home during an important meeting. Lindsay responds that as LinkedIn values managing compassionately, she would have another team member help the employee by providing financial or emotional support, while she stayed in the meeting. This recommendation reflects LinkedIn's core values of putting members first and maintaining relationships, while acting like an owner when quick decisions are needed.
Solved Case Study: Strategy and HR Planning at the CAPITAL HOTELMehreen Shafique
These are the questions that I received in my specialization course. Hope these are helpful for others. I have pasted the questions first. The case study is also included.
The Indian FMCG sector is the fourth largest in the Indian economy with a market size of $13.1 billion according to Nielsen. FMCG includes food and beverage, personal care, pharmaceuticals, plastic goods, paper and household products. The sector is growing rapidly due to rising incomes, urbanization, and competition. Rural markets account for over 20% of FMCG sales. Key growth drivers include rising incomes, urbanization, and expanding distribution networks. The sector faces challenges like price sensitivity, rising costs, and increasing competition. However, opportunities exist in serving rural and premium markets through innovation.
Maruti Suzuki World
Cars are what Maruti Suzuki builds. Experiences are what it creates.
Experiences fuelled by innovations, forward thinking, and a commitment to bring the very best to Indian roads. From the day the iconic Maruti 800 was launched in 1983, the company has been spearheading a revolution of change. Turning an entire country’s need for driving, into its love for driving.
However, tastes and demands keep on evolving with each new generation of Indians. This has not been looked at by Maruti Suzuki as a challenge, but as an inspiration to go beyond traditional boundaries of car-making. Infusing design and technology is one such step it has taken to make its cars meet new age expectations smoothly.
Today, Maruti Suzuki has its eyes set firmly on the possibilities of tomorrow. And everybody is invited on this journey.
The document discusses ITC Limited's human resource development strategies, including attracting and developing top talent through training programs. ITC focuses on leadership development, skills training, and creating a responsive culture. Key talent management strategies include recruitment from top campuses, investments in learning and development, and encouraging local employment.
Maruti Udyog Limited is India's largest car manufacturer. It was established in 1982 through a joint venture between the Government of India and Suzuki Motor Corporation of Japan. Maruti produces a wide range of affordable vehicles to meet different market needs. It has a large domestic market share in India and exports over 50,000 cars annually. Maruti focuses on strong distribution networks, affordable prices, and customer loyalty programs to maintain its market leadership position in India.
Honda Cars India Ltd is a leading manufacturer of premium cars in India. It produces several models like Honda Brio, Honda Amaze, Honda Jazz, Honda City, Honda Mobilio and Honda CR-V. It has a strong sales and distribution network across India. Its main competitors are Maruti Swift Dzire, Tata Zest, Hyundai Xcent, and Toyota Etios. Honda targets middle-class families earning Rs. 6-8 lakhs annually. It segments the market and matches models to customer needs. Marketing strategies include competitive pricing, extensive promotions and advertisements, and a wide dealer network for purchase and after-sales support.
This document discusses organizational culture and the OCTAPACE model. It defines organizational culture as shared assumptions, values and beliefs that influence employee behavior. The document then summarizes Nokia's culture, which focuses on values, performance-based rewards, growth opportunities, and work-life balance. It also outlines seven elements of culture. Finally, the OCTAPACE model for assessing culture is introduced, with openness, trust, confrontation, proactivity, autonomy, collaboration and experimentation described as key dimensions.
The Taj Hotels Resorts and Palaces employs over 13,000 people across 100 hotels in India and internationally. It has very selective and strict hiring policies, judging applicants on their values and training new employees for 18 months, longer than industry standard. Employees receive ongoing training and leadership development opportunities. Performance is evaluated through 360-degree feedback and an employee satisfaction tracking system aims for 100% satisfaction. The HR practices have resulted in high employee commitment, retention rates, improved service standards, and customer satisfaction levels.
This document provides an overview of the food processing industry in India. It discusses that India is the second largest producer of food globally and has potential to become the largest. The total food production in India is expected to double in the next ten years. It also outlines the size and growth of various sub-sectors in the industry such as fruits and vegetables, dairy, meat and poultry, packaged/convenience foods, etc. The document highlights that the food processing industry is a major driver of India's economic growth and development.
ITC was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into multiple businesses. It operates in FMCG, hospitality, paperboards, agri-business, and IT with a total of 21 products across 6 major business categories. ITC has a wide product range across industries and provides variants within product categories.
The document summarizes Nestle's human resources policy. It covers topics such as shared responsibility in dealing with people, recruitment and joining Nestle, employment terms, work-life balance, remuneration, professional development, and industrial relations. The policy aims to attract and retain high-quality employees who align with Nestle's values and ensure a respectful, safe, and discrimination-free work environment.
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
The document discusses performance management, which involves defining objectives, reviewing performance, and rewarding achievement. It notes that planning is crucial and stakeholder expectations should drive performance management. A well-implemented process provides benefits like improved performance, training, and equitable compensation. Key factors for success include relevance to strategy, consistent measurement, ability to differentiate performance, and legal compliance. The document then discusses personality traits and their impact in an organizational context.
Introduction
Why are some people quiet and passive, while others are loud and aggressive? Are certain personality types better adapted than others for certain job types?
We often hear people use and misuse the term personality.
For our purposes, we will examine the term from a psychological standpoint as it relates to behavior and performance in the workplace
This document discusses personality types and their importance in organizational behavior and staffing. It describes the "Big Five" personality traits of conscientiousness, agreeableness, neuroticism, openness to experience, and extroversion. Certain personality traits like agreeableness predict less conflict and better teamwork. When staffing, managers should consider which personality types are best suited for different roles based on strengths and weaknesses to improve success. There are four main personality types - action-oriented, social, supportive, and detail-oriented analytical - that each contribute uniquely to the workplace.
Foundation to indivudal behaviour personality theoriesPriyanshu Gandhi
This document provides an overview of organizational behavior. It discusses how organizational behavior studies the impact of individuals, groups, and structure on behavior in organizations. It also summarizes several key topics in organizational behavior, including attitudes and their relationship to behavior, major job attitudes and what causes job satisfaction, personality and models for measuring it, perception and attribution theory, and impression management.
Employee engagement that bonds trust in workplaceKhrisma Khrisma
The document discusses employee engagement and how leaders can foster trust and bonds between employees and management. It outlines ten strategies ("C's") that leaders can use to engage employees: connecting with employees on a personal level; providing career growth opportunities; communicating a clear vision; conveying expectations and providing feedback; recognizing contributions; allowing employee input and control; fostering collaboration; maintaining credibility and ethics; and building confidence. Employee engagement is important for employee well-being, performance and company success. Leaders who implement these strategies can bridge gaps, motivate workers and execute company strategies effectively.
Please reword these paragraphs in your own words DO NOT use the sa.docxLeilaniPoolsy
Please reword these paragraphs in your own words DO NOT use the same words as in these paragraphs. Thank you!
1- Core self-evaluation influences employee behavior by allowing that person to understand what personality traits they possess. According to Chapter 3, Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits: (1) generalized self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability. CSEs help identify traits that will remain consistent and can predict positive work outcomes such as job performance and satisfaction. This can help managers and employees understand which jobs they will be better suited for.
I have found that my attitude and emotions has an impact on how my day goes. If I come into work with a negative attitude, I will typically have a rotten day. I focus on all the negatives and don't allow myself to see past them. If I brush off the negative things and continue to focus on things that I can control or change and work toward a positive end goal, I tend to have a better day and my projects turn out much better. When keeping a positive attitude and sharing enthusiasm, I also get more involvement from others.
2- In chapter 3, individual differences are defined as "a broad category used to collectively describe the vast number of attributes (for example, traits and behaviors) that describe you as a person". Intelligence is the measure of a person's abilities for problem solving, critical thinking, and reasoning. Personality is a person's unique characteristics such as physical, mental, and behavioral. Individual characteristics are either fixed or flexible. Intelligence and mental abilities remain mostly fixed and are difficult to change. Emotions and attitudes are flexible and high more likelihood of changing. Effective managers will want to know how to keep their employee's engaged and happy to have a successful group with good performance.
In my workplace, they continually ask for employee feedback to know and understand what things they can impact to keep employee's happy. We also make it a point to include all levels of employee's when deciding process changes to make sure the "experts" in the process are involved. This seems to have more of a positive impact when implementing new processes or procedures and tends to be accepted better.
3- A strategy that organizations can use to utilize diversity is to manage diversity. By enabling people to perform to their maximum potential, the organization is utilizing the educational, enforcement, and exposure components. This creates an organization with the highest possibly productivity.
My organization prides itself on being a diverse company. They believe in "equal opportunity" regardless of age, race, sex, etc. All employees are given the same opportunities.
As a manager, to ensure that work teams are diverse, managers should build teams based on mixed backgrounds. Often ti.
TOPIC 2 ATTITUDE, BEHAVIOR, PERSONALITY AND VALUES.pptHazarishBaharuddin
This document provides an overview of attitudes, personality, and values as they relate to organizational behavior. It defines attitudes and discusses the three components of attitudes: cognitive, affective, and behavioral. It summarizes the relationship between attitudes and behavior. It then describes different types of job attitudes like job satisfaction and organizational commitment.
The document also defines personality and discusses factors that shape personality like nature and nurture. It compares two major personality frameworks: the Myers-Briggs Type Indicator and the Big Five model. Finally, it contrasts terminal and instrumental values and describes frameworks for understanding cultural values.
This document provides an overview of personality and how it relates to organizational behavior. It defines personality and discusses various theories and models for understanding personality, including traits theory, the Myers-Briggs Type Indicator, and the Big Five personality model. It explains how certain personality traits like conscientiousness, emotional stability, extraversion, agreeableness, and openness predict behaviors and performance in workplace settings. The document also discusses factors that influence personality development and other individual traits relevant to organizational behavior.
The document discusses personality and various theories and models of personality. It describes Sigmund Freud's psychoanalytic theory of personality, including the id, ego, and superego. It also discusses other influential personality theories and models, such as the Big Five model. A variety of personality tests and assessments are explained that are commonly used to measure traits like extroversion, agreeableness, neuroticism, and more. The document provides an overview of approaches to defining, understanding, and assessing human personality.
Analyzing The Organizational Behavior Chart ElementsAllison Koehn
This document provides an analysis of organizational behavior concepts. It begins with definitions of key terms like organization, organizational behavior, human resources, and stress. It then explores topics like perception, personality, emotions, values, attitudes, diversity, and stress. It examines how these concepts impact individual and group behavior within organizations. The document aims to explain organizational behavior concepts for the purpose of improving organizational effectiveness.
The document discusses various personality models and traits that can impact work performance and career success. It describes the Big Five personality factors (extraversion, agreeableness, conscientiousness, emotional stability, and openness), the Myers-Briggs Type Indicator (MBTI), and other traits like Machiavellianism and narcissism. Conscientiousness is found to be the best predictor of job performance. Extraversion relates to jobs with social interaction. Agreeable individuals do well in customer service roles. Emotionally stable people adapt well to change. Open individuals are more comfortable with ambiguity.
Essay on Me Myself and Personality Traits
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This document discusses three types of intelligence beyond IQ that are important for success: emotional intelligence (EQ), moral intelligence (MQ), and body intelligence (BQ). It argues that EQ, MQ, and BQ are actually more important than IQ alone in predicting career achievement and standing out. EQ involves self-awareness, self-regulation, and relationship building. MQ relates to integrity, responsibility, and forgiveness. BQ reflects self-awareness of one's physical health and needs. Developing strengths in these other forms of intelligence, in addition to IQ, can lead to greater success than relying solely on academic skills and intelligence.
This document discusses personality and individual differences that are important for managers to understand. It defines key concepts like the Big Five personality traits, emotional intelligence, locus of control, and Holland's personality-job fit theory. Understanding these differences can help managers create good fits between employees' personalities and their jobs to increase performance, satisfaction and retention. The document advises managers to consider individuals' personalities when providing supervision, support, feedback and setting expectations.
Mahmood Qasim slides on Personality for Organizational Behavior studentsMahmood Qasim
This document discusses key concepts related to personality including:
- Personality is influenced by both nature (heredity) and nurture (environment/socialization).
- There are five major personality traits known as the "Big Five" - Conscientiousness, Emotional Stability, Agreeableness, Extraversion, and Openness to Experience.
- Attitudes are tendencies to respond positively or negatively to people, objects or ideas and consist of beliefs, values, and behaviors. Job satisfaction and organizational commitment are important attitudes.
- Factors like fairness, values, beliefs and disposition determine job satisfaction while commitment involves emotional, continuance, and normative components. Enhancing satisfaction and commitment can benefit employee
Personality is defined as the set of psychological traits that distinguish individuals, including behaviors and reactions to social stimuli. It is determined by heredity, environment, and situational factors. Personality influences behaviors in groups and decision-making. Personality tests can help match individuals to jobs and the work environment based on theories like Holland's typology. The Big Five model identifies the main personality dimensions of extraversion, agreeableness, conscientiousness, emotional stability, and openness. Measuring personality through inventories, projective tests, and assessment centers can provide insights into individual traits relevant to organizational behavior.
This document is about leadership, the personality of leadership and values important for a leader. The leadership style adapted by a person according to different personality. Personality profile of a successful leader. Power its effects and sources of power. Can power be corrupted. Persuasion is important for a leader to persuade others on its opinion. Persuasion and its influence is discussed.
OB Unit - 1.pptx organization behavior - organization psychologyKowSalya923350
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Lesson 2 personality, attitude & work behavior
1. Chapter 2Personality, Attitudes, and Work
Behaviors
WHAT’S IN IT FOR ME?
Reading this chapter will help you do the following:
1. Understand the roles of personality and values in determining work behaviors.
2. Explain the process of perception and how it affects work behaviors.
3. Identify the major work attitudes that affect work behaviors.
4. Define the concept of person-organization fit and how it affects work behaviors.
5. List the key set of behaviors that matter for organizational performance.
6. Be able to develop your positive attitude skills.
Individuals bring a number of differences to work. They have a variety of personalities,
values, and attitudes. When they enter into organizations, their stable or transient
characteristics affect how they behave and perform. Moreover, companies hire people
with the expectation that they have certain knowledge, skills, abilities, personalities, and
values.
Recall that you are learning about the principles of management through the planning-
organizing-leading-controlling (P-O-L-C) framework. Employees’ personalities,
attitudes, and work behaviors affect how managers approach each P-O-L-C dimension.
Here are just a few examples:
When conducting environmental scanning during the planning process, a
manager’s perceptions color the information that is absorbed and processed.
Employee preferences for job design and enrichment (aspects of organizing) may
be a function of individuals’ personalities and values.
2. Leading effectively requires an understanding of employees’ personalities, values,
and attitudes.
Absenteeism can challenge a manager’s ability to control costs and performance
(both at the group and individual levels).
Therefore, it is important for managers to understand the individual characteristics that
matter for employee and manager behaviors.
2.2 Personality and Values
LEARNING OBJECTIVES
1. Identify the major personality traits that are relevant to organizational behavior.
2. Explain the potential pitfalls of personality testing.
3. Describe the relationship between personality and work behaviors.
4. Understand what values are.
5. Describe the link between values and work behaviors.
Personality
Personality encompasses a person’s relatively stable feelings, thoughts, and behavioral
patterns. Each of us has a unique personality that differentiates us from other people,
and understanding someone’s personality gives us clues about how that person is likely
to act and feel in a variety of situations. To manage effectively, it is helpful to understand
the personalities of different employees. Having this knowledge is also useful for placing
people into jobs and organizations.
If personality is stable, does this mean that it does not change? You probably remember
how you have changed and evolved as a result of your own life experiences, parenting
style and attention you have received in early childhood, successes and failures you
3. experienced over the course of your life, and other life events. In fact, personality does
change over long periods of time. For example, we tend to become more socially
dominant, more conscientious (organized and dependable), and more emotionally
stable between the ages of 20 and 40, whereas openness to new experiences tends to
decline as we age.Roberts, B. W., Walton, K. E., & Viechtbauer, W. (2006). Patterns of
mean-level change in personality traits across the life course: A meta-analysis of
longitudinal studies. Psychological Bulletin, 132, 1–25. In other words, even though we
treat personality as relatively stable, change occurs. Moreover, even in childhood, our
personality matters, and it has lasting consequences for us. For example, studies show
that part of our career success and job satisfaction later in life can be explained by our
childhood personality.Judge, T. A., & Higgins, C. A. (1999). The big five personality
traits, general mental ability, and career success across the life span. Personnel
Psychology, 52, 621–652; Staw, B. M., Bell, N. E., & Clausen, J. A. (1986). The
dispositional approach to job attitudes: A lifetime longitudinal test. Administrative
Science Quarterly, 31, 56–77.
Is our behavior in organizations dependent on our personality? Tosome extent, yes, and
to some extent, no. While we will discuss the effects of personality for employee
behavior, you must remember that the relationships we describe are modest
correlations. For example, having a sociable and outgoing personality may encourage
people to seek friends and prefer social situations. This does not mean that their
personality will immediately affect their work behavior. At work, we have a job to do and
a role to perform. Therefore, our behavior may be more strongly affected by what is
expected of us, as opposed to how we want to behave. Especially in jobs that involve a lot
of autonomy, or freedom, personality tends to exert a strong influence on work
behavior,Barrick, M. R., & Mount, M. K. (1993). Autonomy as a moderator of the
relationships between the big five personality dimensions and job performance.Journal
of Applied Psychology, 78, 111–118.something to consider when engaging in Organizing
activities such as job design or enrichment.
4. Big Five Personality Traits
How many personality traits are there? How do we even know? In every language, there
are many words describing a person’s personality. In fact, in the English language, more
than 15,000 words describing personality have been identified. When researchers
analyzed the traits describing personality characteristics, they realized that many
different words were actually pointing to a single dimension of personality. When these
words were grouped, five dimensions seemed to emerge, and these explain much of the
variation in our personalities.Goldberg, L. R. (1990). An alternative “description of
personality”: The big-five factor structure. Journal of Personality & Social Psychology,
59, 1216–1229.Thesefive are not necessarily the only traits out there. There are other,
specific traits that represent other dimensions not captured by the Big Five. Still,
understanding them gives us a good start for describing personality.
Figure 2.5 The Big Five Personality Traits
5. Source: Goldberg, L. R. (1990). An alternative “description of personality”: The big-five factor
structure.Journal of Personality & Social Psychology, 59, 1216–1229.
As you can see, the Big Five dimensions are openness, conscientiousness, extraversion,
agreeableness, and Neuroticism—if you put the initials together, you get the acronym
OCEAN. Everyone has some degree of each of these traits; it is the unique configuration
of how high a person rates on some traits and how low on others that produces the
individual quality we call personality.
Openness is the degree to which a person is curious, original, intellectual, creative, and
open to new ideas. People high in openness seem to thrive in situations that require
flexibility and learning new things. They are highly motivated to learn new skills, and
they do well in training settings.Open people are highly adaptable to change, and teams
that experience unforeseen changes in their tasks do well if they are populated with
6. people high in openness. The potential downside is that they may also be prone to
becoming more easily bored or impatient with routine.
Conscientiousness refers to the degree to which a person is organized, systematic,
punctual, achievement-oriented, and dependable. Conscientiousness is the one
personality trait that uniformly predicts how high a person’s performance will be across
a variety of occupations and jobs. In fact, conscientiousness is the trait most desired by
recruiters, and highly conscientious applicants tend to succeed in interviews. Once they
are hired, conscientious people not only tend to perform well, but they also have higher
levels of motivation to perform, lower levels of turnover, lower levels of absenteeism,
and higher levels of safety performance at work. Finally, it seems that conscientiousness
is a valuable trait for entrepreneurs. Highly conscientious people are more likely to start
their own business compared with those who are not conscientious, and their firms have
longer survival rates. A potential downside is that highly conscientious individuals can
be detail-oriented rather than seeing the big picture.
Extraversion is the degree to which a person is outgoing, talkative, sociable, and enjoys
socializing. One of the established findings is that they tend to be effective in jobs
involving sales. Moreover, they tend to be effective as managers and they demonstrate
inspirational leadership behaviors.Extraverts dowell in social situations, and, as a
result, they tend to be effective in job interviews. Part of this success comes from
preparation, as they are likely to use their social network to prepare for the interview.
extraverts have an easier time than introverts do when adjusting to a new job. They
actively seek information and feedback and build effective relationships, which helps
them adjust. Interestingly, extraverts are alsofound to be happier at work, which may
be because of the relationships they build with the people around them and their easier
adjustment to a new job. However, they do not necessarily perform well in all jobs; jobs
depriving them of social interaction may be a poor fit. Moreover, they are not
necessarily model employees. For example, they tend to have higher levels of
7. absenteeism at work, potentially because they may miss work to hang out with or attend
to the needs of their friends.
Agreeableness is the degree to which a person is affable, tolerant, sensitive, trusting,
kind, and warm. In other words, people who are high in agreeableness are likeable
people who get along with others. Not surprisingly, agreeable people help others at work
consistently; this helping behavior does not depend on their good mood.Ilies, R., Scott,
B. A., & Judge, T. A. (2006). The interactive effects of personal traits and experienced
states on intraindividual patterns of citizenship behavior. Academy of Management
Journal, 49, 561–575. They are alsoless likely to retaliate when other people treat them
unfairly.Skarlicki, D. P., Folger, R., & Tesluk, P. (1999). Personality as a moderator in
the relationship between fairness and retaliation. Academy of Management Journal,
42, 100–108. This may reflect their ability to show empathy and to give people the
benefit of the doubt. Agreeable people may be a valuable addition to their teams and
may be effective leaders because they create a fair environment when they are in
leadership positions.Mayer, D., Nishii, L., Schneider, B., & Goldstein, H. (2007). The
precursors and products of justice climates: Group leader antecedents and employee
attitudinal consequences. Personnel Psychology, 60, 929–963. At the other end of the
spectrum, people low in agreeableness are less likely to show these positive behaviors.
Moreover, people who are disagreeable are shown to quit their jobs unexpectedly,
perhaps in response to a conflict with a boss or a peer.Zimmerman, R. D. (2008).
Understanding the impact of personality traits on individuals’ turnover decisions: A
meta-analytic path model. Personnel Psychology, 61, 309–348. If agreeable people are
so nice, does this mean that we should only look for agreeable people when hiring? You
might expect some jobs to require a low level of agreeableness. Think about it: When
hiring a lawyer, would you prefer a kind and gentle person or someone who can stand
up to an opponent? People high in agreeableness are also less likely to engage in
constructive and change-oriented communication.LePine, J. A., & Van Dyne, L. (2001).
Voice and cooperative behavior as contrasting forms of contextual performance:
8. Evidence of differential relationships with big five personality characteristics and
cognitive ability. Journal of Applied Psychology, 86, 326–336. Disagreeing with the
status quo may create conflict, and agreeable people may avoid creating such conflict,
missing an opportunity for constructive change.
Neuroticism refers to the degree towhich a person is anxious, irritable, temperamental,
and moody. It is perhaps the only Big Five dimension where scoring high is undesirable.
Neurotic people have a tendency to have emotional adjustment problems and habitually
experience stress and depression. People very high in Neuroticism experience a number
of problems at work. For example, they have trouble forming and maintaining
relationships and are less likely to be someone people go to for advice and
friendship.Klein, K. J., Beng-Chong, L., Saltz, J. L., & Mayer, D. M. (2004). How do they
get there? An examination of the antecedents of centrality in team networks. Academy
of Management Journal, 47, 952–963. They tend to be habitually unhappy in their jobs
and report high intentions to leave, but they do not necessarily actually leave their
jobs.Judge, T. A., Heller, D., & Mount, M. K. (2002). Five-factor model of personality
and job satisfaction: A meta-analysis. Journal of Applied Psychology, 87, 530–541;
Zimmerman, R. D. (2008). Understanding the impact of personality traits on
individuals’ turnover decisions: A meta-analytic path model. Personnel Psychology, 61,
309–348. Being high in Neuroticism seems to be harmful to one’s career, as these
employees have lower levels of career success (measured with income and occupational
status achieved in one’s career). Finally, if they achieve managerial jobs, they tend to
create an unfair climate at work.Mayer, D., Nishii, L., Schneider, B., & Goldstein, H.
(2007). The precursors and products of justice climates: Group leader antecedents and
employee attitudinal consequences. Personnel Psychology, 60, 929–963.
In contrast, people who are low on Neuroticism—those who have a positive affective
disposition—tend to experience positive moods more often than negative moods. They
tend to be more satisfied with their jobs and more committed to their
companies.Connolly, J. J., & Viswesvaran, C. (2000). The role of affectivity in job
9. satisfaction: A meta-analysis. Personality and Individual Differences, 29, 265–281;
Thoresen, C. J., Kaplan, S. A., Barsky, A. P., de Chermont, K., & Warren, C. R. (2003).
The affective underpinnings of job perceptions and attitudes: A meta-analytic review
and integration. Psychological Bulletin, 129, 914–945. This is not surprising, as people
who habitually see the glass as half full will notice the good things in their work
environment while those with the opposite character will find more things to complain
about. Whether these people are more successful in finding jobs and companies that will
make them happy, build better relationships at work that increase their satisfaction and
commitment, or simply see their environment as more positive, it seems that low
Neuroticism is a strong advantage in the workplace.
Evaluate Yourself on the Big Five Personality Factors
Go to http://www.outofservice.com/bigfive to see how you score on these factors.
Other Personality Dimensions
In addition to the Big Five, researchers have proposed various other dimensions, or
traits, of personality. These include self-monitoring, proactive personality, self-esteem,
and self-efficacy.
Self-monitoring refers to the extent towhich a person is capable of monitoring his or her
actions and appearance in social situations. People who are social monitors are social
chameleons who understand what the situation demands and act accordingly, while low
social monitors tend to act the way they feel.Snyder, M. (1974). Self-monitoring of
expressive behavior. Journal of Personality and Social Psychology, 30, 526–537;
Snyder, M. (1987). Public Appearances/Public Realities: The Psychology of Self-
Monitoring. New York: Freeman. High social monitors are sensitive to the types of
behaviors the social environment expects from them. Their ability to modify their
behavior according to the demands of the situation they are in and to manage their
impressions effectively are great advantages for them.Turnley, W. H., & Bolino, M. C.
10. (2001). Achieving desired images while avoiding undesired images: Exploring the role of
self-monitoring in impression management. Journal of Applied Psychology, 86, 351–
360. They are rated as higher performers and emerge as leaders.Day, D. V., Schleicher,
D. J., Unckless, A. L., & Hiller, N. J. (2002). Self-monitoring personality at work: A
meta-analytic investigation of construct validity. Journal of Applied Psychology, 87,
390–401. They are effective in influencing other people and are able to get things done
by managing their impressions. As managers, however, they tend to have lower accuracy
in evaluating the performance of their employees. It seems that while trying to manage
their impressions, they may avoid giving accurate feedback to their subordinates to
avoid confrontations, which could hinder a manager’s ability to carry out the Controlling
function.Jawahar, I. M. (2001). Attitudes, self-monitoring, and appraisal
behaviors.Journal of Applied Psychology, 86, 875–883.
Proactive personality refers to a person’s inclination to fix what is wrong, change things,
and use initiative to solve problems. Instead of waiting to be told what to do, proactive
people take action to initiate meaningful change and remove the obstacles they face
along the way. Proactive individuals tend to be more successful in their job
searches.Brown, D. J., Cober, R. T., Kane, K., Levy, P. E., & Shalhoop, J. (2006).
Proactive personality and the successful job search: A field investigation with college
graduates. Journal of Applied Psychology, 91, 717–726. They alsoare more successful
over the course of their careers because they use initiative and acquire greater
understanding of how the politics within the company work.Seibert, S. E. (1999).
Proactive personality and career success. Journal of Applied Psychology, 84, 416–427;
Seibert, S. E., Kraimer, M. L., & Crant, M. J. (2001). What do proactive people do? A
longitudinal model linking proactive personality and career success. Personnel
Psychology, 54, 845–874. Proactive people are valuable assets to their companies
because they may have higher levels of performance.Crant, M. J. (1995). The proactive
personality scale and objective job performance among real estate agents. Journal of
Applied Psychology, 80, 532–537. They adjust to their new jobs quickly because they
11. understand the political environment better and make friends more quickly.Kammeyer-
Mueller, J. D., & Wanberg, C. R. (2003). Unwrapping the organizational entry process:
Disentangling multiple antecedents and their pathways to adjustment. Journal of
Applied Psychology, 88, 779–794; Thompson, J. A. (2005). Proactive personality and
job performance: A social capital perspective. Journal of Applied Psychology, 90, 1011–
1017. Proactive people are eager to learn and engage in many developmental activities to
improve their skills.Major, D. A., Turner, J. E., & Fletcher, T. D. (2006). Linking
proactive personality and the big five to motivation to learn and development
activity. Journal of Applied Psychology, 91, 927–935. For all their potential, under
some circumstances proactive personality may be a liability for a person or an
organization. Imagine a person who is proactive but is perceived as too pushy, trying to
change things other people are not willing to let go of, or using their initiative to make
decisions that do not serve a company’s best interests. Research shows that a proactive
person’s success depends on his or her understanding of the company’s core values,
ability, and skills to perform the job and ability to assess situational demands
correctly.Chan, D. (2006). Interactive effects of situational judgment effectiveness and
proactive personality on work perceptions and work outcomes. Journal of Applied
Psychology, 91, 475–481; Erdogan, B., & Bauer, T. N. (2005). Enhancing career benefits
of employee proactive personality: The role of fit with jobs and organizations. Personnel
Psychology, 58, 859–891.
Self-esteem is the degree to which a person has overall positive feelings about himself or
herself. People with high self-esteem view themselves in a positive light, are confident,
and respect themselves. In contrast, people with low self-esteem experience high levels
of self-doubt and question their self-worth. High self-esteem is related to higher levels of
satisfaction with one’s job and higher levels of performance on the job.Judge, T. A., &
Bono, J. E. (2001). Relationship of core self-evaluations traits—self esteem, generalized
self efficacy, locus of control, and emotional stability—with job satisfaction and job
performance: A meta-analysis. Journal of Applied Psychology, 86, 80–92. People with
12. low self-esteem are attracted tosituations where they will be relatively invisible, such as
large companies.Turban, D. B., & Keon, T. L. (1993). Organizational attractiveness: An
interactionist perspective. Journal of Applied Psychology, 78, 184–193. Managing
employees with low self-esteem may be challenging at times because negative feedback
given with the intention of improving performance may be viewed as a negative
judgment on their worth as an employee. Therefore, effectively managing employees
with relatively low self-esteem requires tact and providing lots of positive feedback when
discussing performance incidents.
.
Self-efficacy is a belief that one can perform a specific task successfully. Research shows
that the belief that we can do something is a good predictor of whether we can actually
do it. Self-efficacy is different from other personality traits in that it is job specific. You
may have high self-efficacy in being successful academically, but low self-efficacy in
relation to your ability to fix your car. At the same time, people have a certain level of
generalized self-efficacy, and they have the belief that whatever task or hobby they
tackle, they are likely to be successful in it.
Research shows that self-efficacy at work is related to job performance.Bauer, T. N.,
Bodner, T., Erdogan, B., Truxillo, D. M., & Tucker, J. S. (2007). Newcomer adjustment
during organizational socialization: A meta-analytic review of antecedents, outcomes,
and methods. Journal of Applied Psychology, 92, 707–721; Judge, T. A., Jackson, C. L.,
Shaw, J. C., Scott, B. A., & Rich, B. L. (2007). Self-efficacy and work-related
performance: The integral role of individual differences. Journal of Applied Psychology,
92, 107–127; Stajkovic, A. D., & Luthans, F. (1998). Self-efficacy and work-related
performance: A meta-analysis. Psychological Bulletin, 124, 240–261. This is probably
because people with high self-efficacy actually set higher goals for themselves and are
more committed to their goals, whereas people with low self-efficacy tend to
procrastinate.Phillips, J. M., & Gully, S. M. (1997). Role of goal orientation, ability, need
13. for achievement, and locus of control in the self-efficacy and goal-setting
process. Journal of Applied Psychology, 82, 792–802; Steel, P. (2007). The nature of
procrastination: A meta-analytic and theoretical review of quintessential self-regulatory
failure. Psychological Bulletin, 133, 65–94; Wofford, J. C., Goodwin, V. L., & Premack,
S. (1992). Meta-analysis of the antecedents of personal goal level and of the antecedents
and consequences of goal commitment. Journal of Management, 18, 595–
615. Academic self-efficacy is a good predictor of your grade point average, as well as
whether you persist in your studies or drop out of college.Robbins, S. B., Lauver, K., Le,
H., Davis, D., Langley, R., & Carlstrom, A. (2004). Do psychosocial and study skill
factors predict college outcomes? A meta-analysis. Psychological Bulletin, 130, 261–
288.
Is there a way of increasing employee’s self-efficacy? In addition to hiring people who
are capable of performing the required job tasks, training people to increase their self-
efficacy may be effective. Some people may also respond well to verbalencouragement.
By showing that you believe they can be successful and effectively playing the role of
cheerleader, a manager may be able to increase self-efficacy beliefs. Empowering
people—giving them opportunities to test their skills so that they can see what they are
capable of—is also a good way of increasing self-efficacy.Ahearne, M., Mathieu, J., &
Rapp, A. (2005). Toempower or not to empower your sales force? An empirical
examination of the influence of leadership empowerment behavior on customer
satisfaction and performance. Journal of Applied Psychology, 90, 945–955.
14. Personality Testing in Employee Selection
Personality is a potentially important predictor of work behavior. In job interviews,
companies try toassess a candidate’s personality and the potential for a good match, but
interviews are only as good as the people conducting them. In fact, interviewers are not
particularly good at detecting the best trait that predicts performance:
conscientiousness.Barrick, M. R., Patton, G. K., & Haugland, S. N. (2000). Accuracy of
interviewer judgments of job applicant personality traits. Personnel Psychology, 53,
925–951.
One method some companies use to improve this match and detect the people who are
potentially good job candidates is personality testing. Several companies conduct
preemployment personality tests. Companies using them believe that these tests
improve the effectiveness of their selection and reduce turnover. For example,
Overnight Transportation in Atlanta found that using such tests reduced their on-the-
job delinquency by 50%–100%.Emmett, A. (2004, October). Snake oil or science? That’s
the raging debate on personality testing. Workforce Management, 83, 90–92; Gale, S.
F. (2002, April). Three companies cut turnover with tests. Workforce, 81 (4), 66–69.
Figure 2.7
15. Companies such as Kronos and Hogan Assessments conduct preemployment personality tests.
Kronos Incorporated Headquarters is located in Chelmsford, Massachusetts.
Source:http://en.wikipedia.org/wiki/Image:Kronos-incorporated.jpg
Yet, are these methods good ways of employee selection? Experts have not yet reached
an agreement on this subject and the topic is highly controversial. Some experts cite
data indicating that personality tests predict performance and other important criteria
such as job satisfaction. However, we must understand that how a personality test is
used influences its validity. Imagine filling out a personality test in class. You will
probably fill it out as honestly as you can. Then, if your instructor correlates your
personality scores with your class performance, we could say that the correlation is
meaningful. But now imagine that your instructor tells you, before giving you the test,
16. that based on your test scores, you will secure a coveted graduate assistant position,
which comes with a tuition waiver and a stipend. In that case, would you still fill out the
test honestly or would you try tomake your personality look as “good” as possible?
In employee selection, where the employees with the “best” personalities will be the
ones receiving a job offer, a complicating factor is that people filling out the survey do
not have a strong incentive to be honest. In fact, they have a greater incentive to guess
what the job requires and answer the questions in a way they think the company is
looking for. As a result, the rankings of the candidates who take the test may be affected
by their ability to fake. Some experts believe that this is a serious problem.Morgeson, F.
P., Campion, M. A., Dipboye, R. L., Hollenbeck, J. R., Murphy, K., & Schmitt, N. (2007).
Reconsidering the use of personality tests in personnel selection contexts.Personnel
Psychology, 60, 683–729; Morgeson, F. P., Campion, M. A., Dipboye, R. L., Hollenbeck,
J. R., Murphy, K., & Schmitt, N. (2007). Are we getting fooled again? Coming to terms
with limitations in the use of personality tests for personnel selection. Personnel
Psychology, 60, 1029–1049. Others point out that even with faking the tests remain
valid—the scores are related to job performance.Barrick, M. R., & Mount, M. K. (1996).
Effects of impression management and self-deception on the predictive validity of
personality constructs. Journal of Applied Psychology, 81, 261–272; Ones, D. S.,
Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality
assessment in organizational settings. Personnel Psychology, 60, 995–1027; Ones, D. S.,
Viswesvaran, C., & Reiss, A. D. (1996). Role of social desirability in personality testing
for personnel selection.Journal of Applied Psychology, 81, 660–679; Tett, R. P., &
Christiansen, N. D. (2007). Personality tests at the crossroads: A response to Morgeson,
Campion, Dipboye, Hollenbeck, Murphy, and Schmitt (2007). Personnel Psychology,
60, 967–993. It is even possible that the ability to fake is related to a personality trait
that increases success at work, such as social monitoring.
Scores on personality self-assessments are distorted for other reasons beyond the fact
that some candidates can fake better than others. Do we even know our own
17. personalities? Are we the best person to ask this question? How supervisors, coworkers,
and customers see our personality may matter more than how we see ourselves.
Therefore, using self-report measures of performance may not be the best way of
measuring someone’s personality.Mount, M. K., Barrick, M. R., & Strauss, J. P. (1994).
Validity of observer ratings of the big five personality factors. Journal of Applied
Psychology, 79, 272–280. We have our blind areas. We may also give “aspirational”
answers. If you are asked whether you are honest, you may think “yes, I always have the
intention to be honest.” This actually says nothing about your actual level of honesty.
Another problem with using these tests is the uncertain relationship between
performance and personality. On the basis of research, personality is not a particularly
strong indicator of how a person will perform. According to one estimate, personality
only explains about 10%–15% of variation in job performance. Our performance at work
depends on many factors, and personality does not seem to be the key factor for
performance. In fact, cognitive ability (your overall mental intelligence) is a more
powerful predictor of job performance. Instead of personality tests, cognitive ability
tests may do a better job of predicting who will be good performers. Personality is a
better predictor of job satisfaction and other attitudes, but screening people out on the
assumption that they may be unhappy at work is a challenging argument to make in an
employee selection context.
In any case, if an organization decides to use these tests for selection, it is important to
be aware of their limitations. If they are used together with other tests, such as tests of
cognitive abilities, they may contribute to making better decisions. The company should
ensure that the test fits the job and actually predicts performance. This is called
validating the test. Before giving the test to applicants, the company could give it to
existing employees to find out the traits that are most important for success in this
particular company and job. Then, in the selection context, the company can pay
particular attention to those traits.
18. Finally, the company also needs to make sure that the test does not discriminate against
people on the basis of sex, race, age, disabilities, and other legally protected
characteristics. Rent-a-Center experienced legal difficulties when the test they used was
found to violate the Americans with Disabilities Act (ADA). The company used the
Minnesota Multiphasic Personality Inventory for selection purposes, but this test was
developed to diagnose severe mental illnesses; it included items such as “I see things or
people around me others do not see.” In effect, the test served the purpose of a clinical
evaluation and was discriminating against people with mental illnesses, which is a
protected category under ADA.Heller, M. (2005, September). Court ruling that
employer’s integrity test violated ADA could open door to litigation. Workforce
Management, 84 (9), 74–77.
Values
Figure 2.8 Values Included in Schwartz’s (1992) Value Inventory
19. Values refer to people’s stable life goals, reflecting what is most important to them.
Values are established throughout one’s life as a result of accumulating life experiences,
20. and values tend to be relatively stable.Lusk, E. J., & Oliver, B. L. (1974). Research notes.
American manager’s personal value systems-revisited. Academy of Management
Journal, 17 (3), 549–554; Rokeach, M. (1973). The Nature of Human Values. New York:
Free Press. The values that are important to a person tend to affect the types of
decisions they make, how they perceive their environment, and their actual behaviors.
Moreover, a person is more likely to accept a job offer when the company possesses the
values he or she cares about.Judge, T. A., & Bretz, R. D. (1992). Effects of work values on
job choice decisions. Journal of Applied Psychology, 77, 261–271; Ravlin, E. C., &
Meglino, B. M. (1987). Effect of values on perception and decision making: A study of
alternative work values measures. Journal of Applied Psychology, 72, 666–673. Value
attainment is one reason people stay in a company. When a job does not help them
attain their values, they are likely to decide to leave if they are dissatisfied with the
job.George, J. M., & Jones, G. R. (1996). The experience of work and turnover
intentions: Interactive effects of value attainment, job satisfaction, and positive
mood. Journal of Applied Psychology, 81, 318–325.
What are the values people care about? As with personality dimensions, researchers
have developed several frameworks, or typologies, of values. One of the particularly
useful frameworks includes 10 values.Schwartz, S. H. (1992). Universals in the content
and structure of values: Theoretical advances and empirical tests in 20 countries. In M.
Zanna (Ed.), Advances in Experimental Social Psychology(pp. 1–65). San Diego:
Academic Press.
Values a person holds will affect their employment. For example, someone who values
stimulation highly may seek jobs that involve fast action and high risk, such as
firefighter, police officer, or emergency medicine. Someone who values achievement
highly may be likely to become an entrepreneur or intrapreneur. And an individual who
values benevolence and universalism may seek work in the nonprofit sector with a
charitable organization or in a “helping profession,” such as nursing or social work. Like
personality, values have implications for Organizing activities, such as assigning duties
21. to specific jobs or developing the chain of command; employee values are likely to affect
how employees respond to changes in the characteristics of their jobs.
In terms of work behaviors, a person is more likely to accept a job offer when the
company possesses the values he or she cares about. A firm’s values are often described
in the company’s mission and vision statements, an element of the Planning
function.Judge, T. A., & Bretz, R. D. (1992). Effects of work values on job choice
decisions. Journal of Applied Psychology, 77, 261–271; Ravlin, E. C., & Meglino, B. M.
(1987). Effect of values on perception and decision making: A study of alternative work
values measures. Journal of Applied Psychology, 72, 666–673. Value attainment is one
reason people stay in a company. When a job does not help them attain their values,
they are likely to decide to leave if they are also dissatisfied with the job.George, J. M., &
Jones, G. R. (1996). The experience of work and turnover intentions: Interactive effects
of value attainment, job satisfaction, and positive mood.Journal of Applied Psychology,
81, 318–325.
KEY TAKEAWAY
Personality traits and values are two dimensions on which people differ. Personality is
the unique, relatively stable pattern of feelings, thoughts, and behavior that each
individual displays. Big Five personality dimensions (openness, conscientiousness,
extraversion, agreeableness, and Neuroticism) are important traits; others that are
particularly relevant for work behavior include self-efficacy, self-esteem, social
monitoring, and proactive personality. While personality is a stronger influence over job
attitudes, its relation to job performance is weaker. Some companies use personality
testing to screen out candidates. Companies using personality tests are advised to
validate their tests and use them to supplement other techniques with greater validity,
such as tests of cognitive ability. Companies must also ensure that a test does not
discriminate against any protected group. Values express a person’s life goals; they are
similar to personality traits in that they are relatively stable over time. In the workplace,
22. a person is more likely to accept a job that provides opportunities for value attainment.
People are also more likely to remain in a job and career that satisfy their values.
EXERCISES
1. Think about the personality traits covered in this section. Can you think of jobs or
occupations that seemparticularly suited to each trait? Which traits would be universally
desirable across all jobs?
2. What are the unique challenges of managing employees who have low self-efficacy and
self-esteem? How would you deal with this situation?
3. What are some methods that companies can use to assess employee personality?
4. Have you ever held a job where your personality did not match the demands of the job?
How did you react to this situation? How were your attitudes and behaviors affected?
5. Identify ways in which the Big Five (of the manager and/or the employees) may affect
how you as a manager would carry out the Leadership function.