Chapter 2 Personality Dynamics Supplemented by: McShane: OB 1

MARS Model of Individual Behavior 2 MARS Model of Individual Behavior Situational factors Personality Values Self-concept Perceptions Emotions & attitudes Stress Motivation Individual behavior and results Ability Role perceptions

3 Employee Motivation Internal forces that affect a person’s voluntary choice of behavior direction intensity persistence R BAR S M A

4 Employee Ability Natural aptitudes and learned capabilities required to successfully complete a task Competencies - personal characteristics that lead to superior performance Person - job matching selecting developing redesigning R BAR S M A

5 Role Perceptions Beliefs about what behavior is required to achieve the desired results: understanding what tasks to perform understanding priority of tasks understanding preferred behaviors to accomplish tasks R BAR S M A

6 Situational Factors Environmental conditions beyond the individual’s short-term control that constrain or facilitate behavior Constraints – time, budget, facilities, etc Cues – e.g. signs of nearby hazards R BAR S M A

Types of Individual Behavior 7 Types of Individual Behavior Task Performance Goal-directed behaviors under the person’s control Organizational Citizenship Contextual performance – cooperation and helpfulness beyond required job duties Counterproductive Work Behaviors Voluntary behaviors that potentially harm the organization Joining/staying with the Organization Agreeing to employment relationship; remaining in that relationship Maintaining Work Attendance Attending work at required times

8 Defining Personality Relatively enduring pattern of thoughts, emotions, and behaviors that characterize a person, along with the psychological processes behind those characteristics External traits – observable behaviors Internal states – thoughts, values, etc inferred from behaviors Some variability, adjust to suit the situation

Individual differences in OB

Self-Concept: The I and Me in OB Self-concept: a person’s self-perception as a physical, social, spiritual being It also implies the capacity to think  Cognition: a person’s knowledge, opinions or beliefs

Self-Esteem Definition: belief about own self-worth based on overall self-evaluation HSE handle failure better than LSE, because HSEs draw upon their strenghts and emphasise the positive, whereas LSEs focus on their weaknesses and their negative thoughts HSE is associated with agressive and violent behaviour Childhood self-esteem can overwhelm academic disadvantage or social deprivation in determining future earnings power

Self-Esteem Practical Implications: How can low self-esteem be improved? Be supportive by showing concern for personal problems, interests, status and contributions. Offer work involving variety, autonomy and challenges that suit the employee’s values, skills and abilities Strive for supervisor-employee cohesiveness and build trust. Have faith in each employee’s self-management ability

Self-Esteem Six pillars of self-esteem: Live consciously Be self-accepting Take personal responsibility Be self-assertive Live purposefully Have a personal integrity

Self-Efficacy Definition: belief in one’s ability to complete a task successfuly Chronically low self-efficacy is associated with a condition called learned helplessness, which means a severely debilitating lack of faith in one’s ability to control the situation

Self-Efficacy Beliefs leading to Success or Failure

Self-Monitoring Definition: the extent to which a person adapts his/her behaviour to the situation Individuals high in self-monitoring are thought to regulate their expressive self-­presentation for the sake of desired public appearances, and thus to be highly responsive to social and interpersonal cues of situationally appropriate performances. Individuals low in self-monitoring are thought to lack either the ability or the motivation to so regulate their expressive self- presentations. Their expressive behaviours, instead, are thought to functionally reflect their own enduring and momentary inner states, including their attitudes, traits and feelings.

Locus of Control Definition: degree to which a person takes responsibility for his/her behaviour and its consequences Internals: attributes outcomes to one’s own action Externals: attributes outcomes to circumstances beyond one’s control

DISC Dimensions Overview

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Jung’s Personality Types Sensing: preference for perceiving directly through the five senses Intuiting: preference for perceiving indirectly through the unconscious Thinking: preference for judging based on a logical, objective and impersonal process Feeling: preference for directing perception and judgement outwardly (extravert vs. Introvert) Sensing, intuiting, thinking and feeling = functional types Extraversion and introversion = attitudinal orientations

Briggs and Myers’ Personality Typology ST Types NT Types SF Types NF Types Preferences Sensing + Thinking Intuiting + Thinking Sensing + Feeling Intuiting + Feeling Focus of attention Realities Possibilities Way of handling things Objective analysis Personal warmth Tendency to become Practical and matter-of-fact Logical and analytical Sympathetic and friendly Enthusiastic and insightful Expression of abilities Technical skills with objects and facts Theoretical and technical developments Practical help and services to people Understanding and communicating with people Representative occupations Applied science Business Administration Banking Law enforcement Production Construction Physical science Research Management Computers Law Engineering Technical work Health care Community service Teaching Supervision Religious service Office work Sales Behavioural science Literature Art & music

Big-Five Personality Dimensions

All five traits also have other implications for work and for life All five traits also have other implications for work and for life. Let’s look at these one at a time. Exhibit 5-2 summarizes the points. Of the Big Five traits, emotional stability is most strongly related to life satisfaction, job satisfaction, and low stress levels. People with high emotional stability can adapt to unexpected or changing demands in the workplace. Extraverts tend to perform better in jobs that require significant interpersonal interaction. Extraversion is a relatively strong predictor of leadership emergence in groups. One downside is that extraverts are more impulsive than introverts and may be more likely than introverts to lie during job interviews. Individuals who score high on openness to experience are more likely to be effective leaders and are more comfortable with ambiguity. They cope better with organizational change and are more adaptable in changing contexts. Agreeable individuals are better liked than disagreeable people, which explains why they tend to do better in interpersonally-oriented jobs such as customer service. They are also more compliant and rule abiding and less likely to get into accidents as a result. People who are agreeable are more satisfied in their jobs and contribute to organizational performance by engaging in citizenship behavior. They are also less likely to engage in organizational deviance. One downside is that agreeableness is associated with lower levels of career success (especially earnings). The five personality factors identified in the Big Five model appear in almost all cross-cultural studies. These studies have included a wide variety of diverse cultures such as China, Israel, Germany, Japan, Spain, Nigeria, Norway, Pakistan, and the United States. Generally, the findings corroborate what has been found in U.S. research: of the Big Five traits, conscientiousness is the best predictor of job performance.

Personality Testing in the Workplace Important issues that should be taken into acount: Predictive validity Differential validity Faking