Unit 2-Personality [Compatibility Mode]

8/4/2019 Unit 2-Personality [Compatibility Mode]

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What is Personality?

What is Personality?

Latin per sonare which means to speak through. The sum

others. It is often described in terms of some measurabletraits. Allport has identified five categories of definitions:

mn us: s e sum o a o proper es or qua es.Integrative/Configurational: P is organization of attributes.

Hierarchical: P is traits at various levels.Adjustment: P is ones adaptation to the environment.Distinctiveness: P is ones identity and uniqueness.

, External appearance and behaviour Internal awareness of self

rgan za on o ex erna an n erna ra s


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Personality Determinants

Personality Determinants

Biological Factors:,

inherited. Genetics may account for 50% of differences.Brain: Structure of brain determines personality.

ys ca ea ure: x erna appearance c arac er s cs

Environment: Family, school, friends, social groups, and

socialization and identification process.

different situations. For instance, a child may behavedifferently in school than when he is at home. So situationa so n uences w a ra s we ex .


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Personality Traits

Personality Traits

Enduring characteristics that describe an . ,

aggressive, submissive, lazy, ambitious, loyal etc.

Traits are bricks that make the ersonalit house.The more consistent the characteristics, the more

important that trait is in defining personality. Traits can help in employee selection, matchingpeople to jobs, and in guiding career decisions.

e yers- r ggs ype n cator an g veModel are two dominant frameworks for identifyingand classif in traits.


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The Myers-Briggs Type Indicator (MBTI)The Myers-Briggs Type Indicator (MBTI)

A personality-assessment instrument that uses 100

particular situations and taps four characteristics andclassifies people into 1 of 16 personality types.

Personalit T es

Extroverted (outgoing) vs. Introverted (shy): E or I

Sensing (practical) vs. Intuitive (sensitive): S or N

Thinking (reasoning) vs. Feeling (emotional): T or F

Judging (systematic) vs. Perceiving (flexible): J or P


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-BriggsSixteenPrimaryTraits


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ImplicationsImplications

Different combinations of the four traits may arise. . .

A survey of 13 successful businessmen of theworld revealed that all 13 were intuitive thinkers.

MBTI is a popular tool with organizations

,self-awareness, and providing career guidance.

job performance

The Bi Five is a more o ular instrument.


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The Big Five Model of Personality DimensionsThe Big Five Model of Personality Dimensions

ExtroversionOut oin Sociable re arious and assertive

AgreeablenessGood-natured coo erative and trustin .

ConscientiousnessRes onsible reliable de endable ersistent and or anized.

Emotional StabilityCalm, self-confident, secure, positive

Openness to Experience, ,


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ImplicationsImplications

Big Five provides a unifying personality framework

job performanceThe trait that had maximum impact on performancen var e occupa ona groups was consc en ousness.These people also exhibited high level of sincerity, job

efforts, job knowledge and OCBOther traits were also linked to performance but theirimpact varied among different occupations.

agreeableness was important for HR people. Opennesswas important for R & D.

.


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Major Personality Attributes Influencing OBMajor Personality Attributes Influencing OB

Locus of control

Machiavellianism

Self-esteem

Self-monitoring

Ambiguity tolerance/Risk taking

Personality types


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Locus of ControlLocus of Control

The degree to which people believe.

InternalsIndividuals who believe that they

control their fate and what.

Externals

what happens to them iscontrolled by outside forcessuc as uc or c ance.


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Locus of ControlLocus of Control

Externals are less satisfied with their jobs, have

their jobs.

Internals are more motivated and willin to work

Internals attribute organizational outcomes to

their own actions

Internals are suited for jobs that requireinitiative, innovation & independence (product

eve opment .

Externals are compliant and follow instructions,, -

structured and routine (accounting).


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MachiavellianismMachiavellianism

Degree to which an individual is pragmatic, maintains,

means. Effective in manipulating situations andpersuading others.

Conditions Favoring High Machs:

Direct interaction (face to face) Minimal rules and regulations (improvisation)

Emotionally distracting others is easy

Successful in sales, marketing and negotiation jobs.

411

Ethical underpinnings of Machiavellian approach ..


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Self-Esteem (SE)Self-Esteem (SE)

Individuals degree of liking or disliking themselves. .

SE is directly related to expectations for success

g s are con en an e eve n e r a es

They are ready to take risky and unconventional jobs

They are less susceptible to external influences

They are more satisfied with their jobs than low SEs

Low SEs are dependent on others approval andinstructions. Believe in conforming and pleasing others

Low SEs are more concerned with pleasing others and

taking popular stands.


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Self-Monitoring (SM)Self-Monitoring (SM)

An individuals ability to adjust his or her behavior to, .

Individuals high in SM adapt to situations

re sens ve o ex erna cues an a us accor ng y

Low SM individuals tend to display true emotions and

High SEs show higher performance, get promotions.

and are more mobile with careers

Successful in mana erial ositions that re uire la inmultiple roles


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Ambiguity Tolerance (Risk-Taking)Ambiguity Tolerance (Risk-Taking)

High Risk-taking Managers

Make uicker decisions

Use less information to make decisions Operate in smaller and more entrepreneurial organizations

Low Risk-taking Managers

Are slower to make decisions

Exist in stable environments

Risk Propensity (RP)

Aligning managers risk-taking propensity to jobrequirements should be beneficial to organizations.

,well with low RP.

(Remaining portions will be covered in the next sessional)


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Personality TypesPersonality Types

Type As: workaholics, achievement-driven

are alwa s movin , walkin , and eatin ra idl ;

feel impatient with the speed of events strive to think or do two or more things at once;

cannot afford leisure time;

are obsessed with numbers, measuring their

They suffer from moderate to high stress, are time-pressed, set lot of deadlines

They are fast workers, are laborious and havepredictable behaviours

Suited for jobs that require long hours and details


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Type Bs: Happy-go-lucky

Do not display their achievements or accomplishments Believe in fun and relaxation, are easily satisfied

Can relax without guilt, sometimes are complacent

Are less consistent in behaviouru ey may e crea ve an may come up w un que

solutions to unique problems

Do not suffer much from stress

Given necessary motivation, they may sometimes provethemselves


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Proactive Personality

Identifies opportunities, shows initiative, takes action,and perseveres until meaningful change occurs.

Creates positive change in the environment, regardlessor even in spite of constraints or obstacles.

ey succee as ea ers an c ange agents

They have drive and entrepreneurial passion

Have high rate of career success

Develop contacts, seek information and influence others

Suited for marketing, PR, strategic decision-making


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Achieving Personality FitAchieving Personality Fit

Personality-Job Fit

Personality Types Realistic

Identifies six personalityt es and ro oses that

Investigative

Social

the fit between personality

type and occupational

Conventional

Enter risin

satisfaction and turnover.

Artistic


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HollandsHollandsypo ogy o

Personalityand

Con ruent

ypo ogy o

Personalityand

Con ruent

OccupationsOccupations


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Relationshi sRelationshi samongOccupational

amongOccupationalPersonality

TypesPersonality

Types


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Person-Organization FitPerson-Organization Fit

Attention has recently shifted to person-organization fit. - ,

people to such dynamic organizations is more important.If the fit is not there, people start leaving theorganization. Better fit leads to higher satisfaction andperformance.

x rover s e er w aggress ve an eam-or en ecultures.

-and supportive cultures

innovation


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Personality TheoriesPersonality Theories

Psychoanalytic Theory: Sigmund Freud, Carl JungMan is motivated by an subconscious framework of 3 forces

: ource o psyc c energy an see s gra ca on o

desires & instincts like thirst, hunger and material pleasures.Ego: The id may be unchecked if ego does not control itthrough intellect & reason. The ego is the conscious part ofhuman personality. The two are always in conflict.

.societal or personal norms (conscience) that provides valuesto ego.

e eory g ves an ns g n o e av our an persona ystructure. It may be used to understand which forcedominates in a person and what may motivate him.


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Socio-Psychological Theory: Adler, Fromm, HorneyInterdependence of individual and society

oc o-psyc o og ca var a es e.g. soc a con ex , soc a

relationships, interpersonal orientation) and not biologicalvariables shape personalityBehaviour is conscious-man behaves to satisfy his needsBehaviour results from the need of people to interact with

. Compliant: Move towards others Aggressive: Move against others

e ac e : ove away rom o ersThe theory offers explanations of personality in terms of howpeople behave with others in society. It may help managersunderstand employees personalities.


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Trait Factor Theory: Allport, CattellAn individuals personality is composed of traits.

ra s pre c persona y

Traits are common to several people but its quantum variesTraits are fairly stableTraits can be inferred from behavioural indicatorsAllport has distinguished between common traits (which

predispositions (unique traits)Cattell has identified surface traits (those that lie at the

sur ace an are eas y scern e-over an source ra s(those that are more hidden and ingrained-covert)Trait theory talks about continuity of personalityThe theory has contributed personality tests for behavioural

sciences. Managers may relate personality with behaviours.


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Self Theory: Carl Rogers, Maslow, Herzberg

Treats the or anism as a whole and em hasizes the totalit

and interrelatedness of behaviour. Four concepts of self:Self-image: How one sees oneself, self-image or identity..

Looking glass-self: Ones understanding & perception of

what others think about him from cues that others give.Real Self: What one really is and not ones perception.A person constantly re-evaluates himself in light of othersfeedback and chan es his self-ima e. He tries to constantl

improve his self-concept.People with different self-concepts need different managerial

. -counseled to boost their confidence.

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Unit 2-Personality [Compatibility Mode]