For use with Organizational Behaviour and Management by John Martin and Martin Fellenz 1408018128© 2010 Cengage Learning PERSONALITY & INDIVIDUAL DIFFERENCE.

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

1408018128© 2010 Cengage Learning

PERSONALITY & INDIVIDUALDIFFERENCE

Chapter 3

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

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Strong and weak situations• Table 3.1

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The study of individual difference

• Genetic influences

• Environmental influences

- Family

- Society, community and culture

- Experience

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

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Relationship between the determinants of personality

• Figure 3.1

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

1408018128© 2010 Cengage Learning

Nomothetic perspectives

Eysenck and the study of personality types:• Extroversion• Neuroticism

Cattell and personality characteristics - 16 factors Including:

• Warmth• Liveliness• Sensitivity• self-reliance

The ‘Big Five model:• Extraversion• Emotional Stability• Agreeableness• Conscientiousness• Openness to experience

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

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Eysenck and personality types

• Figure 3.2

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Cattell and personality characteristics

• Figure 3.3

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Cattell and personality characteristics

• Figure 3.4

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Idiographic perspectives

Cooley: •The looking-glass self - We begin to see (understand) ourselves as others see us through the responses that we generate from others

Mead:• I - The unique, spontaneous and conscious aspects of the individual

• Me - The internalized norms and values learned through experience within society

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

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Rogers’ View of the ‘I’ and ‘me’• Figure 3.5

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Freud and psychoanalysis

There are three levels of mental activity:

• Unconscious• Pre-conscious• Conscious

The mind consists of three areas:

• Id• Ego• Superego

The main forms of ego defence mechanism:

• Sublimation• Repression• Denial• Projection• Reaction formation• Regression• Isolation• Undoing

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

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Jung and the cognitive approach

Three levels of personality:

• A conscious level• An unconscious level• A collective unconscious

Four different approaches to information gathering:

• Sensing• Intuiting• Thinking• Feeling

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Jung’s cognitive styles

• Figure 3.6

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Differences between Jung’s cognitive styles

• Table 3.2

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Personality dimensions particularly relevant in organizations

• Table 3.3

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Other personality traits relevant in organizations

• Locus of Control - Rotter, (1966)• Need for Cognition - Cacioppo & Petty (1982) • Self-monitoring - Snyder (1974) • Proactive Personality• Need for Achievement )• Need for Power ) McClelland • Need for Affiliation )

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Developing psychometric tests

Step 1. Initial ideas often emerge from practical need

Step 2. The development of appropriate test items is a creative process

Step 3. The final forms of the test are developed and the administration arrangements designed

Step 4. The standardization and ‘norming’ process

Step 5. Reliability and validity analyzes applied to data

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

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Psychometrics

Three ways in which tests can measure individual difference:

• Performance versus standard• Norm-referenced measurement• Criterion-referenced measurement

There are different forms of validity and reliability:

• Face validity• Predictive• Construct validity• Test/retest reliability• Alternative form reliability• Split half reliability

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ABILITY: INTELLIGENCE AND EMOTIONAL INTELLIGENCE

• Physical abilities - people’s capacity to control and deploy their bodies and to manipulate their physical environment

• Cognitive abilities - a broad range of mental capabilities. The most often general terms for these abilities is intelligence

• Intelligence - the general mental ability to solve problems and successfully deal with environmental conditions and demands in varying situations

• Emotional intelligence - the ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought

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Emotional intelligence

Dulewicz and Higgs model:

•The drivers - The two traits of motivation and decisiveness are responsible for energizing individuals to achieve their goals

•The constrainers - The two traits of conscientiousness and integrity, and emotional resilience perform the function of modifying the potential of the drivers to push to excess or in the wrong direction

•The enablers - The three traits of sensitivity, influence and self-awareness help to ensure that the other traits operate in the social context involving the individual and other people

For use with Organizational Behaviour and Managementby John Martin and Martin Fellenz

1408018128© 2010 Cengage Learning

Organizational applications of individual difference

Recruitment and selection

Development

• Occupational Personality Questionnaire (OPQ)• Assessment Centres

Discrimination

Stress and bullying

The testing business