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Copyright © 1999 Addison Wesley Longman
2 CHAPTER 2 Individual Differences: Personality and Ability
Definition
Personality: The pattern of relatively enduring ways in which a person feels, thinks, and behaves.
Copyright © 1999 Addison Wesley Longman
3 CHAPTER 2 Individual Differences: Personality and Ability
Determinants of Personality
• Nature: Biological heritage, and genetic makeup.
• Nurture: Life experiences.
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4 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.1 Nature and Nurture: The Determinants of Personality
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5 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.2 The Interaction of Personality and Situational Factors
Copyright © 1999 Addison Wesley Longman
6 CHAPTER 2 Individual Differences: Personality and Ability
Attraction-Selection-Attrition (A.S.A.) Framework
The idea that an organization attracts and selects individuals with similar personalities and loses individuals with other types of personality.
Copyright © 1999 Addison Wesley Longman
7 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• Acknowledge and appreciate that workers’ feelings, thoughts, attitudes, and behaviors are partly determined by their personalities, which are difficult to change. Realize that you might need to adjust your own feelings and actions to work effectively with others.
Copyright © 1999 Addison Wesley Longman
8 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• When you are trying to understand why workers’ have certain attitudes and behave in certain ways, remember that attitudes and behaviors are determined by the interaction of an individual’s personality and the situation in which the individual works.
Copyright © 1999 Addison Wesley Longman
9 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• When feasible, structure an individual’s work situation to fit his or her personality. A good match is likely to result in positive attitudes and behaviors.
• Encourage an acceptance and appreciation of the diverse personalities in your organization.
Copyright © 1999 Addison Wesley Longman
10 CHAPTER 2 Individual Differences: Personality and Ability
The Big Five Model of Personality
• Extroversion
• Neuroticism
• Agreeableness
• Conscientiousness
• Openness to Experience
Copyright © 1999 Addison Wesley Longman
11 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.3 The Hierarchical Organization of Personality
Source: Adapted from R. R. McCrae and P. T. Costa, "Discriminant Validity of NEO-PIR Facet Scales,” Educational and Psychological Measurement, 52, pp. 229–237. Copyright 1992. Reprinted by permission of Sage Publications, Inc.
Copyright © 1999 Addison Wesley Longman
12 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.4 A Big Five Personality Profile
Copyright © 1999 Addison Wesley Longman
13 CHAPTER 2 Individual Differences: Personality and Ability
Extroversion• The tendency to
experience positive emotional states and feel good about oneself and the world around one; also called positive affectivity.
• Specific traits include positive emotions, gregariousness, and warmth
Copyright © 1999 Addison Wesley Longman
14 CHAPTER 2 Individual Differences: Personality and Ability
Neuroticism• The tendency to
experience negative emotional states and view oneself and the world around one negatively; also called negative affectivity.
• Specific traits include anxiety, self-consciousness, and vulnerability.
Copyright © 1999 Addison Wesley Longman
15 CHAPTER 2 Individual Differences: Personality and Ability
Agreeableness• The tendency to get
along well with others.• Specific traits include
trust, straightforwardness and tender-mindedness.
Copyright © 1999 Addison Wesley Longman
16 CHAPTER 2 Individual Differences: Personality and Ability
Conscientiousness• The extent to which a
person is careful, scrupulous, and persevering.
• Specific traits include competence, order and self-discipline.
Copyright © 1999 Addison Wesley Longman
17 CHAPTER 2 Individual Differences: Personality and Ability
Openness to Experience• The extent to which a
person is original, has broad interests, and is willing to take risks.
• Specific traits include fantasy, actions, and ideas.
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18 CHAPTER 2 Individual Differences: Personality and Ability
Other Organizationally Relevant Personality Traits
• Locus of control
• Self-monitoring
• Self-esteem
• Type A and Type B personality
• Need for achievement
• Need for affiliation
• Need for power
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19 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.7 Personality Traits Specifically Relevant to Organizations
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20 CHAPTER 2 Individual Differences: Personality and Ability
Locus of Control
• External Locus of Control: describes people who believe that fate, luck, or outside forces are responsible for what happens to them.
• Internal Locus of Control: describes people who believe that ability, effort, or their own actions determine what happens to them.
Copyright © 1999 Addison Wesley Longman
21 CHAPTER 2 Individual Differences: Personality and Ability
Definition
Self-Monitoring: The extent to which people try to control the way they present themselves to others.
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22 CHAPTER 2 Individual Differences: Personality and Ability
Definition
Self-Esteem: The extent to which people have pride in themselves and their capabilities.
Copyright © 1999 Addison Wesley Longman
23 CHAPTER 2 Individual Differences: Personality and Ability
Definitions
Type A Personality: A person who has an intense desire to achieve, is extremely competitive, and has a strong sense of urgency.
Type B Personality: A person who tends to be easygoing and relaxed.
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24 CHAPTER 2 Individual Differences: Personality and Ability
Definitions
Need for Achievement: The desire to perform challenging tasks well and to meet one’s own high standards
Need for Affiliation: The desire to establish and maintain good relations with others.
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25 CHAPTER 2 Individual Differences: Personality and Ability
Definition
Need for Power: The desire to exert emotional and behavioral control or influence over others.
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26 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• Realize and accept that some workers are more likely than others to be positive and enthusiastic because of their personalities. Similarly, realize and accept that some workers are more likely than others to complain and experience stress because of their personalities.
Copyright © 1999 Addison Wesley Longman
27 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• Provide an extra measure of direct supervision to workers who don’t take the initiative to solve problems on their own and always seem to blame someone or something else when things go wrong.
Copyright © 1999 Addison Wesley Longman
28 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• Provide additional encouragement and support to workers with low self-esteem who tend to belittle themselves and question their abilities.
• Realize and accept that Type A individuals can be difficult to get along with and sometimes have a hard time working in teams.
Copyright © 1999 Addison Wesley Longman
29 CHAPTER 2 Individual Differences: Personality and Ability
Advice to Managers
• Let subordinates who seem overly concerned about other people liking them know that sometimes it is necessary to give honest feedback and be constructively critical (such as when supervising others.)
Copyright © 1999 Addison Wesley Longman
30 CHAPTER 2 Individual Differences: Personality and Ability
Definition
Ability: The mental or physical capacity to do something.
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31 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.9 Types of Cognitive Ability
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32 CHAPTER 2 Individual Differences: Personality and Ability
Types of Ability
Cognitive Ability
Verbal Ability
Numerical Ability
Reasoning Ability
Deductive Ability
Physical Ability
Spacial Ability
Perceptual Ability
Ability to Remember
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33 CHAPTER 2 Individual Differences: Personality and Ability
FIGURE 2.10 Nature and Nurture: The Determinants of Cognitive and Physical Abilities
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34 CHAPTER 2 Individual Differences: Personality and Ability
Managing Ability in Organizations
• Selection
• Placement
• Training