5-1 Michael A. Hitt C. Chet Miller Adrienne Colella Personality, Intelligence, Attitudes, and Emotions Chapter 5 Personality, Intelligence, Attitudes,

5-1

Michael A. Hitt

C. Chet Miller

Adrienne Colella

Chapter 5 Personality, Personality, Intelligence, Intelligence,

Attitudes, and Attitudes, and EmotionsEmotions

Slides by Ralph R. Braithwaite

5-2

I Know She’s Smart . . . But . . .I Know She’s Smart . . . But . . .

Bill Byham

1. What are your thoughts on personality testing for employment?

2. Should personality traits play a significant role in the hiring process?

3. Did you have to take a personality test before being hired by any of your employers?

TT FF

Answer the questions

Exploring Behavior in Action

5-3

Personality, Intelligence, Personality, Intelligence, Attitudes and EmotionsAttitudes and Emotions

Herb Kelleher

1. Do you agree or disagree with Herb Kelleher’s statement, “organizations can train people to do only so much; there are individual differences in people that are not easily influenced”?

2. How big a role do personality traits play in a person’s performance at work?

5-4

Knowledge ObjectivesKnowledge Objectives1. Define personality and explain the basic nature of

personality traits.2. Describe the Big Five personality traits, with

particular emphasis on the relationship with job performance, success on teams, and job satisfaction.

3. Discuss specific cognitive and motivational concepts of personality, including locus of control and achievement motivation.

4. Define intelligence and describe its role in the workplace.

5. Define an attitude and describe how attitudes are formed and how they can be changed.

6. Discuss the role of emotions in organizational behavior.

5-5

Fundamentals of PersonalityFundamentals of PersonalityA stable set of characteristics representing internal properties of an individual, which are reflected in behavioral tendencies across a variety of situations. Three basic beliefs:

• Relatively enduring

• Major determinants of one’s behavior

• Influence one’s behavior across wide variety of situations

Not all in agreement. Some believe personalities canexperience changes and we may behave differently

from situation to situation.

Albert “Al” Dunlap

Nicknamed – “Chainsaw Al”

5-6

Determinants of Personality Determinants of Personality DevelopmentDevelopment

• Heredity

• Identical twins

• Newborns

• Genetic effects

• Environment

• Social exposures

• Physiological forces

• Socioeconomic factors

5-7

Big Five Personality TraitsBig Five Personality Traits

Adapted from Exhibit 5-1: The Big Five Personality Traits

Extraversion Conscientiousness

Agreeableness

Emotional Stability

Openness to Experience

Personality

5-8

Big Five and High-Big Five and High-Involvement ManagementInvolvement Management

Adapted from Exhibit 5-2: The Big Five and High Involvement Management

Manager Competencies E C A ES O

Delegating to others + + - + +

Developing others + (+) ++ + (+)

Motivating others ++ + (+) +

Associate Competencies E C A ES O

Decision-Making Skills + ++ - + +

Self-Development + ++ + + (-)

Self-Management + + (-)

Teamwork + + ++ + +

5-9

Big Five as a Selection ToolBig Five as a Selection Tool• Can be a useful part of a portfolio of tools

• Provide useful predictions of future job performance

• Also need to do an in-depth job analysis

• Analysis of which traits support specific job performance

5-10

Cognitive and Motivational Cognitive and Motivational Properties of PersonalityProperties of Personality

• Cognitive Properties

• Perceptual and thought processes

• Affect how one typically processes information

• Motivational Properties

• Stable differences

• Energize and maintain overt behaviors

5-11

Cognitive and Motivational Cognitive and Motivational Properties of PersonalityProperties of Personality

Adapted from Exhibit 5-3: Cognitive and Motivational Concepts of Personality

Cognitive and Motivational

Concepts

Locus of Control

Achievement Motivation

Approval Motivation

Authoritarianism

Self-Monitoring

5-12

Cognitive ConceptsCognitive Concepts

Locus of ControlLocus of Control

AuthoritarianismAuthoritarianism

Self-MonitoringSelf-Monitoring

5-13

Motivational ConceptsMotivational Concepts

AchievementAchievementMotivationMotivation

ApprovalApprovalMotivationMotivation

5-14

Cautionary andCautionary and Concluding Remarks Concluding Remarks

• Personality characteristics may change

• People can adjust to situations

• Training can help with personality conflicts

• Focus on “normal” personality characteristics

5-15ExperiencingStrategic OB

““I Have Ketchup in My I Have Ketchup in My Veins”Veins”

• Do you know someone like Patricia Harris?

• What has helped to make her successful at McDonald’s?

• Do you think more people need to have “passion” for what they do to be more successful?

• What are your thoughts about the statement, “Patricia Harris exemplifies what happens whenan individual’s traits, abilities, and passion line up with the vision of theorganization”?

Patricia Harris

5-16

IntelligenceIntelligenceGeneral mental ability to develop and understand concepts, particularly those that are more abstract and complex.

5-17

Areas of Areas of IntelligenceIntelligence

NumberNumberAptitudeAptitudeNumberNumberAptitudeAptitude

VerbalVerbalComprehensionComprehension

VerbalVerbalComprehensionComprehension

PerceptualPerceptualSpeedSpeed

PerceptualPerceptualSpeedSpeed

SpatialSpatialVisualizationVisualization

SpatialSpatialVisualizationVisualization

DeductiveDeductiveReasoningReasoningDeductiveDeductiveReasoningReasoning

InductiveInductiveReasoningReasoning

InductiveInductiveReasoningReasoning

MemoryMemoryMemoryMemory

5-18

IntelligenceIntelligence and Success and Success

Adapted from Exhibit 5-4: Intelligence and Success

Military Jobs Civilian Jobs

5-19ExperiencingStrategic OB

Intelligence and Intelligence and Intelligence Testing in the Intelligence Testing in the

NFLNFL1. What are your thoughts about the NFL conducting

intelligence tests as well as strengths and agility tests?

2. The article asks, “Can a player be too smart?” Do you agree or disagree? Why?

3. Were you surprised by the scores for each position?

4. Were you surprised by some of the scores for other types of jobs?

5-20

AttitudesAttitudesA persistent tendency to feel and behave in a favorable or unfavorable way toward a specific person, object, or idea.

5-21

Important ConclusionsImportant Conclusions

• Reasonably stable

• Directed toward some person, object or idea

• Relates to one’s behavior toward that object or person

• People tend to behave in ways that are consistent with their feelings

• Behaviors are also influenced by motivational forces and situational factors

5-22

Influence of Attitudes on Influence of Attitudes on BehaviorBehavior

Adapted from Exhibit 5-5: Influence of Attitudes on Behavior

Behavior Toward Object, Person, or Idea

Object, Person, or Idea

Other Influences

Attitude Toward Object, Person, or Idea

5-23

Essential Elements of AttitudesEssential Elements of Attitudes

CognitiveCognitive

AffectiveAffective BehavioralBehavioral

5-24

Formation of AttitudesFormation of Attitudes

LearningLearning Self-PerceptionsSelf-Perceptions

Need for Need for ConsistencyConsistency

5-25

Formation of Consistent Formation of Consistent AttitudesAttitudesAccounting

Dan Dan’s new colleague

+ -

-

Formation of a consistent work attitude

Exhibit 5-6: Formation of Consistent Attitudes

+

5-26

Important Workplace AttitudesImportant Workplace Attitudes

OrganizationalOrganizationalCommitmentCommitment

JobJobSatisfactionSatisfaction

5-27

Job Satisfaction OutcomesJob Satisfaction Outcomes• Highly positive effect on intentions to stay in

the job

• Modest effect on actually staying in the job

• Modestly positive effect on regular attendance at work

• Positive effect on performance (may also be positively affected by performance)

• Moderately strong relationship with motivation

JobJobSatisfactionSatisfaction

5-28

Organizational Commitment Organizational Commitment OutcomesOutcomes

• Positive effects on intentions to stay in the job• Modest effects on actually staying in the job

and attending work regularly• Significantly related to motivation• Positive effects on job performance

OrganizationalOrganizationalCommitmentCommitment

5-29

CausesCauses• Role ambiguity• Supervision/leadership• Pay and benefits• Nature of the job• Organization climate• Stress• Perceptions of fair treatment

OrganizationalOrganizationalCommitmentCommitment

JobJobSatisfactionSatisfaction

5-30

Reasons for CommitmentReasons for Commitment

AffectiveCommitment

NormativeCommitment

ContinuanceCommitment

5-31

Persuasive CommunicationPersuasive Communication

CommunicatorCommunicator

MessageMessage SituationSituation

TargetTarget

5-32

Qualities For Attitude ChangeQualities For Attitude Change• Communicator’s overall credibility

• Trust of the intentions of the communicator

• Similar interests or goals

• Attractiveness of the communicator

• Sometimes it is the message

5-33

Fear and BeyondFear and Beyond• Fear arousal often produces more attitude

change

• Other factors also play a role:

• The probability that negative consequences will occur if no change in behavior is made

• The perceived effect of changing behavior

• The perceived ability to change behavior

5-34

Cognitive DissonanceCognitive Dissonance• An uneasy feeling produced when a person

behaves in a manner inconsistent with an existing attitude

• Three key conditions for change:

• The behavior must be substantially inconsistent with the attitude

• The inconsistent behavior must cause harm or have a negative consequence for others

• The inconsistent behavior must be voluntary and not forced

5-35

EmotionsEmotionsComplex subjective reactions that have both a physical and mental component. Examples include:

AngerAnger HappinessHappiness AnxietyAnxiety

PridePride ContentmentContentment GuiltGuilt

5-36

Causal EffectsCausal Effects

Positive Emotions Influence

• Social activity• Altruism and

helping behavior• Effective conflict

resolution

• Job satisfaction• Motivation• Organizational

citizenship behavior

Negative Emotions Influence

• Aggression against co-workers

• Aggression towards the organization

• Workplace deviance

• Job dissatisfaction• Decision-making• Negotiation

outcomes

Adapted from Exhibit 5-7: The Direct Effects of Emotion

Emotional Contagion – emotions experienced by one or a few members of a group spread to other members.

5-37

Emotional LaborEmotional LaborThe process whereby associates must display emotions that are contrary to what they are feeling. Can result in stress, emotional exhaustion, and burnout.

• The manner in which supervisors enforce “display” rules can influence the harmful nature of emotional labor

• Strong self-identity associate is less likely to experience negative effects

• Supportive networks help to mitigate the negative effects of emotional labor

5-38

Emotional IntelligenceEmotional IntelligenceThe ability to accurately appraise and effectively regulate one’s own and others’ emotions and use emotion to motivate, plan, and achieve.

Linked to:

• Career success

• Leadership effectiveness

• Managerial performance

• Performance in sales jobs

5-39

CriticismsCriticisms• Not really intelligence but a set of social

skills and personality traits

• Sometimes it is so broadly defined that it is meaningless

5-40

ManagerialAdvice

Characteristics of High EICharacteristics of High EI

Daniel Goleman

• Self-awareness

• Self-regulation

• Motivation or drive

• Empathy

• Social skill

• Do you think these skills can be trained?

• Do you believe developing a strong EI is a lifelong process?

• What are you doing to develop your own EI?

5-41

The Strategic LensThe Strategic Lens

1. Specifically, how can you use knowledge of personality, attitudes, intelligence, and emotions to make better hiring decisions?

2. If top executives wanted to implement a strategy that emphasized innovation and new products (or services), how could they use knowledge of personality, attitudes, and emotions to affect the organization’s culture in ways to enhance innovation?

3. How could a manager use knowledge about personality and attitudes to form a high-performance work team?

5-42

QuestionsQuestions