This document discusses various aspects of personality including its definition, determinants like heredity and environment, and personality types according to the Myers-Briggs Type Indicator. It also covers locus of control, self-esteem, self-monitoring, risk-taking behaviors of managers, and the differences between Type A and Type B personalities. Additionally, it defines attitudes and their components. Finally, it discusses job satisfaction and related concepts like organizational commitment, as well as their relationships to productivity, absenteeism, turnover, organizational citizenship behaviors, and customer satisfaction.

1. Personality
The sum total of ways in which an individual reacts
and interacts with others.
Personality
Determinants
• Heredity
• Environment
• Situation

2. Myers-Briggs Type Indicator (MBTI)
A personality test that taps four characteristics and
classifies people into 1 of 16 personality types.
Personality Types
• Extroverted vs. Introverted (E or I)
• Sensing vs. Intuitive (S or N)
• Thinking vs. Feeling (T or F)
• Judging vs. Perceiving (P or J)

5. Locus of Control
The degree to which people believe they
are masters 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.

6. Self-Esteem (SE)
Individuals’ degree of liking
or disliking themselves.
Self-Monitoring
A personality trait that measures
an individuals ability to adjust
his or her behavior to external,
situational factors.

7.  High Risk-taking Managers
– Make quicker decisions
– Use less information to make decisions
– Operate in smaller and more entrepreneurial
organizations
 Low Risk-taking Managers
– Are slower to make decisions
– Require more information before making decisions
– Exist in larger organizations with stable environments

8.  Excessive self admiration
 Worst leaders
 Less effective
6) High Flyers
• Executive potential
• Future leadership roles
• Flexible
• Risking taking ability
4–8

9. Type A’s
2. are always moving, walking, and eating rapidly;
3. feel impatient with the rate at which most events take place;
4. strive to think or do two or more things at once;
5. cannot cope with leisure time;
6. are obsessed with numbers, measuring their success in
terms of how many or how much of everything they acquire.
Type B’s
2. never suffer from a sense of time urgency with its
accompanying impatience;
3. feel no need to display or discuss either their achievements
or accomplishments;
4. play for fun and relaxation, rather than to exhibit their
superiority at any cost;
5. can relax without guilt.

15. 1) Power Distance
The extent to which a society accepts that power in
institutions and organizations is distributed
unequally.
low distance: relatively equal distribution
high distance: extremely unequal distribution

17. 3) Achievement
The extent to which societal values are
characterized by assertiveness, materialism and
competition.
3) Nurturing
The extent to which societal values emphasize
relationships and concern for others.

18. 4) Uncertainty Avoidance
The extent to which a society feels threatened by
uncertain and ambiguous situations and tries to
avoid them.
High ----low

19. 5) Long-term Orientation
A national culture attribute that emphasizes the
future, thrift, and persistence.
5) Short-term Orientation
A national culture attribute that emphasizes the
past and present, respect for tradition, and fulfilling
social obligations.

21.  “Judgment concerning objects, people & events”
– Determinant of behavior
– Are learned
– Define our perception of aspects of world
– Are close to our personality
– Can be changed

22. Attitudes Cognitive component
The opinion or belief segment
Evaluative of an attitude. (thought
process)
statements or
judgments Affective Component
concerning The emotional or feeling segment
objects, of an attitude.
people, or
events. Behavioral Component
An intention to behave in a certain
way toward someone or something.

23. 1) Job Satisfaction
A collection of positive and/or negative feelings that
an individual holds toward his or her job.
2) Job Involvement
Identifying with the job, actively participating in it,
and considering performance important to self-worth.
3) Organizational Commitment
Identifying with a particular organization and its
goals, and wishing to maintain membership in the
organization.

24. 4) Perceived Organizational Support (POS)
Degree to which employees feel the organization cares
about their well-being.
5) Employee Engagement
An individual’s involvement with, satisfaction with, and
enthusiasm for the organization.

26. Exit Voice
Behavior directed toward Active and constructive
leaving the organization. attempts to improve
conditions.
Loyalty Neglect
Passively waiting for Allowing conditions to
conditions to improve. worsen.

27. Source: C. Rusbult and D. Lowery, “When Bureaucrats Get the Blues,”
Journal of Applied Social Psychology. 15, no. 1, 1985:83. Reprinted
with permission.

28.  Satisfaction and Productivity
– Worker productivity is higher in organizations with
more satisfied workers.
– Satisfied workers aren’t necessarily more productive.
 Satisfaction and Absenteeism
– Satisfied employees have fewer avoidable absences.
 Satisfaction and Turnover
– Satisfied employees are less likely to quit.
– Organizations take actions to retain high performers
and to weed out lower performers.

29.  Satisfaction and Organizational Citizenship
Behavior (OCB)
– Satisfied employees who feel fairly treated by and are
trusting of the organization are more willing to engage
in behaviors that go beyond the normal expectations of
their job.

30.  Satisfied employees increase customer
satisfaction because:
– They are more friendly, upbeat, and responsive.
– They are less likely to turnover which helps build long-
term customer relationships.
– They are experienced.
 Dissatisfied customers increase employee job
dissatisfaction.