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Chapter 2Understanding Individual Differences

The Concept of Personality

Sources of Personality Differences

Personality Structure*

Personality and Behavior*

The Concept of Attitude*

Attitudes and Behavior

Job Satisfaction and Organizational Commitment*

Individual Differences and Ethical Behavior*

Case: Robert Princeton

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Robert Princeton Case Procedure

Brief lecture review of chapter slides 10 minutes in teams to prepare a team response to

the assigned team question Spokesperson presents team’s response

(maximum time of 1-2 minutes each)

Instructor’s comments

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Robert Princeton Case Questions

1. Describe possible sources of personality differences between Robert and Mario. [Slide 5]

2. Where on the continuum of the Big Five personality factors would Robert likely fall? [Slide 6]

3. Where on the continuum of the Big Five personality factors would Mario likely fall? [Slide 6]

4. Characterize Robert and Mario respectively on the specific traits of self-esteem, introversion-extraversion, and dogmatism. [Slide 7]

5. How might the effects of work factors at Falls Video be related to Robert’s experience of job satisfaction? [Slide 11]

6. What types of management ethics seem to predominate at Falls Video? Why? [Slide 15]

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Concept of Personality

Definition: Personal characteristics that lead to consistent patterns of behavior

Important Note*: Personality alone accounts for only 2-12% of the variance in behavior (NOT IN TEXT)

Interactionist Perspective*: (p. 48) Note that both the person and the situation act as significant causes of behavior in organizations, thus reinforcing the importance of properly managing the situations that employees work in.

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Sources of Personality Differences

Heredity: Research on the nature-nurture controversy* indicates that about 50% of the variance in personality is inherited, thus setting limits on development

Environment: Shapes at least 50% of personality? Culture Family Group Membership Life Experiences

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Personality Structure:The “Big Five” Personality Factors*

(Each factor is a continuum of many related traits)

Agreeableness

Adjustment(Stable, confident, effective) (Nervous, self-doubting, moody)

Sociability(Gregarious , energetic, self-dramatizing) (Shy, unassertive, withdrawn)

Conscientiousness(Planful, neat, dependable) (Impulsive, careless, irresponsible)

(Warm, tactful, considerate) (Independent, cold, rude)

Intellectual Openness(Imaginative, curious, original) (Dull, unimaginative, literal-minded)

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Personality and Behavior:Specific Personality Traits* and Their Linkage to the “Big Five”

Self-esteem (“self-worth”) is part of adjustment Locus of control (“fate vs. personal control”) is part of

conscientiousness Introversion and extraversion (preference for thinking

vs. interacting--NOT “social skills”) are part of sociability Dogmatism (generalized rigidity of beliefs) and

authoritarianism (narrower personality type who prefers to follow orders) are part of intellectual openness

REMEMBER: Traits are continua—people may be high, low, or in-between. Most people are in-between!

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Goal Orientation as a Personality Trait

Definition: The preference for one type of goal versus another. Two orientations are important in understanding individual job performance: Learning goal orientation – a predisposition to develop

competence by acquiring new skills and mastering new situations; may be associated with better individual job performance

Performance goal orientation – a predisposition to demonstrate and validate competence by seeking favorable judgments from others (e.g., a supervisor) and avoiding negative judgments; may be associated with a “helpless” response pattern and weak performance

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The Concept of Attitude*

Definition: Relatively lasting feelings, beliefs, and behavior tendencies directed toward specific people, groups, ideas, issues, or objects.

Attitudes consist of three components*: AFFECTIVE = feelings COGNITIVE = beliefs BEHAVIORAL = predispositions to act

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Attitudes and Behavior

Attitudes do not normally predict or cause behavior in a simple and direct way

Three principles relate attitudes to behavior: General attitudes best predict general behaviors Specific attitudes best predict specific behaviors The less time that elapses between attitude measurement

and behavior, the more consistent will be the relationship between them

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Effects of Work Factors on Job Satisfaction* (Def: The general attitude toward a job--NOT directly related to performance, but IS related to turnover, absenteeism, and health)

Work is challenging and interesting but not tiring. Rewards are equitable and provide feedback. Working conditions match physical needs and promote

goal attainment. Self-esteem is high. Others in the organization hold similar views and facilitate

reward attainment. Policies and procedures are clear, don’t conflict, and aid

goal attainment.

Job satisfaction is enhanced when:

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Organizational Commitment*

Refers to the strength of an employee’s involvement in and identification with the organization

Strong organizational commitment entails: Strong belief in/acceptance of an organization’s goals and values Willingness to exert considerable effort on behalf of the

organization Strong desire to maintain membership in the organization

Higher commitment is negatively related to absenteeism and turnover, and positively related to productivity

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Changes in Organizational Commitment Over Time

Initial Commitment is determined by individual characteristics and degree of congruence between their expectations and organizational realities

Subsequent Commitment is influenced by job experiences, including many of the same factors which influence job satisfaction (such as pay, interpersonal relationships, working conditions, advancement

opportunities, etc.)

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Ethical Attitudes and Behavior

Characterized by significant individual differences People are more likely to behave ethically if*:

They have reached a higher level of cognitive moral development

They possess a high internal locus of control Organizational culture supports and reinforces specific

ethical attitudes and behavior

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Types of Management Ethics*

Immoral management Devoid of any ethical principles, characterized

by exploitation for corporate or personal gain Moral management

Guided by appropriate ethical principles Amoral management

Indifference toward ethical principles, characterized by a lack of awareness of ethical issues

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Steps for Instilling Moral Management*

1. Identify ethical attitudes crucial for the organization’s operations, and use training programs to foster them

2. Select employees with desired attitudes

3. Incorporate ethics in the performance evaluation process

4. Establish a work culture that reinforces ethical attitudes