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Individual DifferencesIndividual Differences
Chapter 3Chapter 3
Personality and Abilities
2 © Copyright 2003, Prentice Hall
Learning ObjectivesLearning Objectives
1. Define personality and describe its role in the study of organizational behavior.
2. Identify the big five dimensions of personality and describe what is meant by positive and negative affectivity.
3. Describe the Type A and Type B behavior patterns and describe the nature of Machiavellianism.
4. Define achievement motivation (or need for achievement) and describe the difference between learning, performance, and avoidance goal orientations.
5. Describe the differences between morning and evening persons and the relevance of this individual difference to on-the-job behavior.
6. Define cognitive intelligence, practical intelligence, emotional intelligence, and successful intelligence.
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Personality ConceptsPersonality Concepts
PersonalityPersonality: The unique and relatively stable patterns of behavior, thoughts, and emotions shown by individuals.Interactionist PerspectiveInteractionist Perspective: The view that behavior is a result of a complex interplay between personality and situational factors.Person-Job FitPerson-Job Fit: The extent to which individuals possess the traits and competencies required to perform specific jobs.
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The Interactionist The Interactionist PerspectivePerspective
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Measuring PersonalityMeasuring Personality
Objective TestsObjective Tests: Questionnaires and inventories designed to measure various aspects of personality.
ReliabilityReliability: The extent to which a test yields consistent scores on various occasions.
ValidityValidity: The extent to which a test actually measures what it claims to measure.
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The Big Five Dimensions of The Big Five Dimensions of PersonalityPersonality
Five basic dimensions of personality that are assumed to underlie many specific traits.– Conscientiousness– Extraversion-Introversion– Agreeableness– Emotional Stability– Openness to Experience
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ConscientiousnessConscientiousness
The extent to which individuals are hardworking, organized, dependable, and persevering (high conscientiousness) versus lazy, disorganized, and unreliable (low conscientiousness).
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Extraversion-IntroversionExtraversion-Introversion
The degree to which individuals are gregarious, assertive, and sociable (extraverts) versus being reserved, timid, and quiet (introverts).
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AgreeablenessAgreeableness
The extent to which individuals are cooperative and warm (highly agreeable) versus cold and belligerent (highly disagreeable).
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Emotional StabilityEmotional Stability
The degree to which individuals are insecure, anxious, depressed, and emotional (emotionally unstable) versus calm, self-confident, and secure (emotionally stable).
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Openness to ExperienceOpenness to Experience
The extent to which individuals are creative, curious, and cultured (open to experience) versus practical and with narrow interests (closed to experience).
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AffectivityAffectivity
Positive AffectivityPositive Affectivity: The tendency to experience positive moods and feelings in a wide range of settings and under many different conditions.
Negative AffectivityNegative Affectivity: The tendency to experience negative moods in a wide range of settings and under many different conditions.
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Self-EfficacySelf-Efficacy
Individuals’ beliefs concerning their ability to perform specific tasks successfully.
Judgments of self-efficacy consist of three components:MagnitudeMagnitude: The level at which an individual
believes she or he can perform.StrengthStrength: The person’s confidence that she or
he can perform at that level.GeneralityGenerality: The extent to which self-efficacy in
one situation or for one task extends to other situations and other tasks.
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Self-EfficacySelf-Efficacy
General Self-efficacyGeneral Self-efficacy: People’s overall beliefs about their general capacity to perform tasks successfully.Beliefs about self-efficacy develop through:Direct ExperienceDirect Experience: Feedback from
performing similar tasks in the past.Vicarious ExperienceVicarious Experience: Observations of
others’ performance on these tasks.
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Self-MonitoringSelf-Monitoring
A personality trait involving the extent to which individuals adapt their behavior to the demands of specific situations so as to make good impressions on others.Consequences of self-monitoring: Work PerformanceWork Performance: High self-monitors tend to do
better than low self-monitors in jobs requiring boundary-spanning activities.
Career SuccessCareer Success: High self-monitors tend to obtain more promotions than low self-monitors.
Interpersonal RelationshipsInterpersonal Relationships: High self-monitors tend to form less stable and shallower personal relationships with others than low self-monitors.
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Self-MonitoringSelf-Monitoring
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MachiavellianismMachiavellianism
A personality trait involving willingness to manipulate others for one’s own purposes.
Machiavellian tactics: Neglecting to share important information (e.g., claiming
to “forget” to tell you about key meetings and assignments).
Finding subtle ways of making you look bad to management (e.g., damning you with faint praise).
Failing to meet obligations (e.g., not holding up their end on joint projects, thereby causing you to look bad).
Spreading false rumors about you (e.g., making up
things about you that embarrass you in front of others).
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Type A vs. Type BType A vs. Type B
Type A Behavior PatternType A Behavior Pattern: A pattern of behavior involving high levels of competitiveness, time urgency, and irritability.
Type B Behavior PatternType B Behavior Pattern: A pattern of behavior characterized by a casual, laid-back style; the opposite of the Type A behavior pattern.
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Type A vs. Type BType A vs. Type B
Task PerformanceTask Performance Type As tend to excel on tasks involving time
pressure or solitary work. Type Bs have the advantage when it comes to
tasks involving complex judgments and accuracy as opposed to speed.
Interpersonal RelationsInterpersonal Relations Type As tend to annoy coworkers, are more
likely to lose their tempers and lash out at others, are more likely to become involved in conflict, and are more likely to engage in aggressive and counterproductive behavior.
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Achievement MotivationAchievement Motivation
The strength of an individual’s desire to excel – to succeed at difficult tasks and to do them better than other persons.
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High Need AchieversHigh Need Achievers
Prefer moderately difficult tasks.In terms of career success, tend to be• Promoted more rapidly.• Less inclined to delegate.• More interested in performance
feedback.• More interested in merit-based pay than
seniority-based pay.
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Goal OrientationsGoal Orientations
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Morning vs. Evening Morning vs. Evening PersonsPersons Morning PersonsMorning Persons
Individuals who feel most energetic and alert early in the day.
Evening PersonsEvening Persons
Individuals who feel most energetic and alert late in the day.
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AbilitiesAbilities
Mental and physical capacities to perform various tasks.Cognitive IntelligenceCognitive Intelligence: The ability to understand complex ideas, to adapt effectively to the environment, to learn from experience, to engage in various forms of reasoning, and to overcome obstacles by careful thought.Practical IntelligencePractical Intelligence: Adeptness at solving the practical problems of everyday life.
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Tacit KnowledgeTacit Knowledge
Knowledge about how to get things done. Major characteristics:– Tacit knowledge is action orientedaction oriented; it involves
knowing how to do something as opposed to knowing that something is the case.
– Tacit knowledge is practically usefulpractically useful; it allows individuals to achieve goals they personally value.
– Tacit knowledge is acquired without direct acquired without direct help from othershelp from others.
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Emotional IntelligenceEmotional Intelligence
A cluster of skills relating to the emotional side of life.
Major components:The ability to recognize and regulate our own
emotions.The ability to recognize and influence others’
emotions.Self motivation.The ability to form effective long-term
relationships with others.
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Successful IntelligenceSuccessful Intelligence
Intelligence that represents a good balance between cognitive intelligence (IQ), practical intelligence, and
creative intelligence.
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Other Cognitive AbilitiesOther Cognitive Abilities
Perceptual SpeedPerceptual Speed: The ability to quickly recognize similarities and differences in visual stimuli. Example: A designer recognizing irregular patterns in a
fabric. Number AptitudeNumber Aptitude: The ability to work with
numbers in a quick and accurate manner. Example: An accountant spotting an error in a financial
report. Spatial VisualizationSpatial Visualization: The ability to imagine how
various objects will look when rotated or moved in space. Example: An architect planning a change in a building
design.
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Physical AbilitiesPhysical Abilities
People’s capacities to engage in the physical tasks required to perform a job.
Common types:– StrengthStrength: The capacity to exert physical force
against various objects.– FlexibilityFlexibility: The capacity to move one’s body in
an agile manner.– StaminaStamina: The capacity to endure physical
activity over prolonged periods.– SpeedSpeed: The ability to move quickly.