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Organizational Behavior: Personality
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- 2. Personality The sum totalof ways in which an individual reacts and interacts with others. • Personality Determinants – Heredity – Environmental Factors – Situational Conditions
- 3. Personality Determinants • Heredity – Factorsdetermined at conception: physical stature, facial attractiveness, gender, temperament, muscle composition and reflexes, energy level, and bio-rhythms – This “Heredity Approach” argues that genes are the source of personality – Twin studies: raised apart but very similar personalities – Parents don’t add much to personality development – There is some personality change over long time periods
- 4. Personality Traits Enduring characteristics thatdescribe an individual’s behavior – The more consistent the characteristic and the more frequently it occurs in diverse situations, the more important the trait. • Two dominant frameworks used to describe personality: – Myers-Briggs Type Indicator (MBTI® ) – Big Five Model
- 5. Measures of Personality 1.Self Report Survey-completed by the individuals 2.Observer Rating Survey –coworkers could do the survey. 3.Projective tests: • Rorschach Inkblot test • Thematic Apperception Test(TAT)
- 6. Use of Assessment in Organization • Screening • Selection •Succession Planning • Career Planning • Team Building • Management Development
- 7. • Carl Jung- 1923 “Psychological Types” • Katharine Briggs/ Isabel Myers – 1926 Article in “The New Republic” – 1940’s Development of Inventory • Educational Testing Service (1962-1975) - Research Period • Consulting Psychologists Press (1975-Today) - Public Use The MyersBriggs Typology Indicator
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- 13. How Do the Big Five Traits Predict Behavior? • Research hasshown this to be a better framework. • Certain traits have been shown to strongly relate to higher job performance: – Highly conscientious people develop more job knowledge, exert greater effort, and have better performance. – Other Big Five Traits also have implications for work. • Emotional stability is related to job satisfaction. • Extroverts tend to be happier in their jobs and have good social skills. • Open people are more creative and can be good leaders. • Agreeable people are good in social settings.
- 14. Major Personality Attributes Influencing OB • Locus ofControl • Core Self Evaluation • Machiavellianism • Narcissism • Self-Esteem & Self-Monitoring • Risk-Taking • Type A & B Personality • Proactive Personality • High Flyers • Self Efficacy
- 15. 1. Locus ofControl I control what happens to me! People and circumstances control my fate! • The degree to which people believe they are in control of their own fate. – Internals • Individuals who believe that they control what happens to them. – Externals • Individuals who believe that what happens to them is controlled by outside forces such as luck or chance.
- 16. 2. Core Self Evaluation The degree towhich an individual likes or dislikes himself or herself, whether the person sees himself as capable and effective.
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- 18. 4. Narcissism The tendency tobe arrogant, have a grandiose sense of self importance, require excessive admiration and have a sense of entitlement.
- 19. • High self-monitors –flexible: adjust behavior according to the situation and the behavior of others – can appear unpredictable & inconsistent • Low self-monitors – act from internal states rather than from situational cues – show consistency – less likely to respond to work group norms or 5. Self-Esteem & Self- Monitoring
- 20. Who Is Most Likely to . . . Low- self monitor s High- self monitor s Get promoted Change employers Makea job-related geographic move ✔Accomplish tasks, meet other’s expectations, seek out central positions in social networks ✔Self-promote ✔Demonstrate higher levels of managerial self-awareness; base behavior on other’s cues and the situation
- 21. 6. RiskTaking • Refers toa person’s willingness to take chances or risks. • High Risktaking Managers – Make quicker decisions. – Use less information to make decisions. – Operate in smaller and more entrepreneurial organizations. • Low Risktaking Managers – Are slower to make decisions. – Require more information before making decisions. – Exist in larger organizations with stable environments. • Risk Propensity – Aligning managers’ risktaking propensity to job requirements should be beneficial to organizations.
- 22. © 2003 PrenticeHall Inc. All rights reserved. 4– 7. Personality Types
- 23. © 2003 PrenticeHall Inc. All rights reserved.
- 24. 8. Proactive Personality • A personwho identifies opportunities, shows initiative, takes action, and perseveres until meaningful change occurs.
- 25. 9. High Flyers • People withexecutive potentials who may take the future leadership role
- 26. 10. SelfEfficacy Self-Efficacy - beliefsand expectations about one’s ability to accomplish a specific task effectively Sources of self-efficacy – Prior experiences and prior success – Behavior models (observing success) – Persuasion – Assessment of current physical & emotional capabilities
- 27. Achieving PersonalityJob Fit Personality Types • Realistic • Investigative •Social • Conventional • Enterprising • Artistic
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