personality, behavior & attitudes by john martin
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Personality, Behavior & Attitudes by John MartinTRANSCRIPT
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R.John Martin
© The HuMan Creation
Personality, Behavior & AttitudesUnderstanding Individual DifferencesUnderstanding Individual Differences
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Concept of Personality
Definition:Personal characteristics that lead to consistent patterns of
behavior
Important Note*: Personality alone accounts for only 2-12% of the variance in behavior
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Sources of Personality Differences
• Heredity:
Research on the nature-nurture controversy* indicates that about 50% of the variance in personality is
inherited, thus setting limits on development
• Environment:
Shapes at least 50% of personality?
– Culture
– Family
– Group Membership
– Life Experiences
• Situation
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Personality Structure: The “Big Five” Personality Factors
(Each factor is a continuum of many related traits)
Agreeableness
Adjustment
(Stable, confident, effective) (Nervous, self-doubting, moody)
Sociability
(Gregarious , energetic, self-dramatizing) (Shy, unassertive, withdrawn)
Conscientiousness
(Planed, neat, dependable) (Impulsive, careless, irresponsible)
(Warm, tactful, considerate) (Independent, cold, rude)Intellectual Openness
(Imaginative, curious, original) (Dull, unimaginative, literal-minded)
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The Big Five Personality Factors
Sociability (Extraversion):
Outgoing, talkative, sociable, assertive
Agreeableness:
Trusting, good natured, cooperative, soft hearted
Conscientiousness:
Dependable, responsible, achievement oriented, persistent
Adjustment (Emotional stability):
Relaxed, secure, unworried
Intellectual Openness:
Intellectual, imaginative, curious, broad minded
Research finding: Conscientiousness is the best (but not a strong) predictor of job performance
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Personality and Behavior: Specific Personality Traits* and Their Linkage to the “Big Five”
• Self-esteem (“self-worth”) is part of adjustment
• Locus of control (“fate vs. personal control”) is part of conscientiousness
• Introversion and extraversion (preference for thinking vs. interacting--NOT “social skills”) are part of sociability
• Dogmatism (generalized rigidity of beliefs) and authoritarianism (narrower personality type who prefers
to follow orders) are part of intellectual openness
REMEMBER: Traits are continua—people may be high, low, or in-between. Most people are in-between!
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An OB Model for Studying Individual Differences
Personality traits
• Self-esteem• Self-efficacy
• Self-monitoring
The Unique Individual Forms of Self-Expression
Attitudes
Abilities
Emotions
Self-Management
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Self-Efficacy
“A person’s belief about his or her chances of successfully accomplishing a specific task.”
A Model of Self-Efficacy
Sources of Self-Efficacy Beliefs:
- Prior experience- Behavior models
- Persuasion from others- Assessment of physical/emotional state
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Locus of Control
Internal locus of control: belief that one controls key events and consequences in one’s life.
External locus of control: One’s life outcomes attributed to environmental factors such as luck or fate.
For discussion: What sort of locus of control “balance” do today’s managers need to seek to be successful without
experiencing excessive stress?
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Seven Major Mental Abilities
Verbal comprehension: Meaning of words and reading comprehension
Word fluency: Ability to produce isolated words to meet specific requirements
Numerical: Arithmetic computation
Spatial: Perceive spatial patterns and visualize geometric shapes
Memory: Good rote memory of words, symbols, and lists
Perceptual speed: Perception of similarities and differences in figures
Inductive reasoning: Reasoning from specifics to general conclusion
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Personality Type Indicator
Style ofDecision Making Judgmental (J)
Perceptive (P)
Preference forDecision Making Thinking (T)
Feeling (F)
Type of SocialInteraction Introvert (I)
Extrovert (E)
Preference forGathering Data Intuitive (N)
Sensing (S)
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Personality Attributes and Behavior
Personality Attributes and Behavior
RiskTaking
Locusof Control
Self-Esteem
Type APersonality
Self-Monitoring
MachiavellianTraits
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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, ManagerBank Teller
Lawyer, Salesperson
Painter, Writer,Musician
Holland’s Personality-Job Fit Theory
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It’s Exciting
Investigative
A
I
S
C
E
RRe
alisti
c
Artistic
Soci
al
Enterprising
Conv
enti
onal
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What Are Emotions?
AffectAffectAffect MoodsMoodsMoodsEmotionsEmotionsEmotions
Six Universal Emotions
Happiness
Surprise
Fear
Sadness
Anger
Disgust
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Emotions
Emotions: “Complex, patterned, organismic reactions to how we think we are doing in our
lifelong efforts to survive and flourish and to achieve what we wish for ourselves.”
Negative emotions (Goal incongruent):
- Fright/anxiety - Sadness - Disgust
-Guilt/shame - Envy/jealousy
- Anger
Positive emotions (Goal congruent)
- Happiness/joy-Pride
- Love/affection- Relief
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Emotions andOrganizational Behavior
Emotions andOrganizational
Behavior
Emotions andOrganizational
Behavior
DisplayedEmotionsDisplayedEmotions
FeltEmotions
FeltEmotions
EmotionalLabor
EmotionalLabor
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Emotions In The Workplace
Gender and Emotions
Intensityof Emotions
Frequency and Duration
EmotionlessPeople
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External Constraints on Emotions
•Organizational Influences
•Cultural Influences
Emotions and OB Applications
Ability andSelection
InterpersonalConflict
Leadership
DecisionMakingMotivation
DeviantBehavior
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The Concept of Attitude
Definition:Relatively lasting feelings, beliefs, and behavior
tendencies directed toward specific people, groups, ideas, issues, or objects.
Attitudes consist of three components:– AFFECTIVE = feelings– COGNITIVE = beliefs
– BEHAVIORAL = predispositions to act
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Attitudes and Behavior
• Three principles relate attitudes to behavior:
– General attitudes best predict general behaviors
– Specific attitudes best predict specific behaviors
– The less time that elapses between attitude measurement and behavior, the more consistent will be the relationship
between them
Attitudes do not normally predict or cause behavior in a simple and direct way
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Attitude-Behavior Relationship
• Importance
• Specificity
• Accessibility
• Social pressures
• Direct experience
Moderating Variables Behavioral Influence
High
Low
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Job Satisfaction The general attitude towards job
Job satisfaction is enhanced when:
• Work is challenging and interesting but not tiring.
• Rewards are equitable and provide feedback.
• Working conditions match physical needs and promote goal attainment.
• Self-esteem is high.
• Others in the organization hold similar views and facilitate reward attainment.
• Policies and procedures are clear, don’t conflict, and aid goal attainment.
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Organizational Commitment
Strong organizational commitment entails:
– Strong belief in acceptance of an organization’s goals and values
– Willingness to exert considerable effort on behalf of the organization
– Strong desire to maintain membership in the organization
Higher commitment is negatively related to absenteeism and turnover, and positively related to productivity
Refers to the strength of an employee’s involvement in and identification with the organization
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Changes in Organizational Commitment Over Time
• Initial Commitment is determined by individual
characteristics and degree of congruence between their expectations and organizational realities
• Subsequent Commitment is influenced by job experiences, including many of the same factors which
influence job satisfaction (such as pay, interpersonal
relationships, working conditions, advancement
opportunities, etc.)
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Measuring Job Satisfaction
ProductivityProductivity
AbsenteeismAbsenteeism
TurnoverTurnover
Job
Satisfaction
and Employee
Performance
Job
Satisfaction
and Employee
Performance
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Responses to Job Dissatisfaction
Destructive
Active
Passive
Constructive
Exit Voice
Neglect Loyalty
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Ethical Attitudes and Behavior
• Characterized by significant individual differences
• People are more likely to behave ethically if:
– They have reached a higher level of cognitive moral development
– They possess a high internal locus of control
– Organizational culture supports and reinforces specific ethical attitudes and behavior
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Types of Management Ethics
• Immoral management
– Devoid of any ethical principles, characterized by exploitation for corporate or personal gain
• Moral management
– Guided by appropriate ethical principles
• Amoral management
– Indifference toward ethical principles, characterized by a lack of awareness of ethical
issues
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Types of Management Ethics
• Immoral management
– Devoid of any ethical principles, characterized by exploitation for corporate or personal gain
• Moral management
– Guided by appropriate ethical principles
• Amoral management
– Indifference toward ethical principles, characterized by a lack of awareness of ethical
issues
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Steps for Instilling Moral Management
1. Identify ethical attitudes crucial for the organization’s operations, and use training
programs to foster them
2. Select employees with desired attitudes
3. Incorporate ethics in the performance evaluation process
4. Establish a work culture that reinforces ethical attitudes
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Good Luck!
R. John MartinVisiting Professor – Intelligent Computing Technologies
Soft skills Trainer - SpeakerDirector - The Human Creative Minds
email : [email protected]
……About the Speaker