Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved The environment Organization Work group Job Personal life Variables Influencing Individual Behavior The person Skills and abilities Personality Perceptions Attitudes Values Ethics Behavior

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Definition of Personality Personality – a relatively stable set of characteristics that influences an individual’s behavior

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality Characteristics in Organizations Locus of Control InternalExternal I control what happens to me! People and circumstances control my fate!

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality Characteristics in Organizations Self-Efficacy – beliefs and expectations about one’s ability to accomplish a specific task effectively Sources of self-efficacy Prior experiences and prior success Behavior models (observing success) Persuasion Assessment of current physical and emotional capabilities

Self Efficacy and Expectancy Model of Motivation Performance- Instrumentality Reward- Valence Effort Effort- Expectancy Perceived effort – performance probability Perceived value of reward Perceived performance – reward probability Lack of Self Efficacy Affects Expectancy

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality Characteristics in Organizations Self-Esteem Feelings of Self Worth Success tends to increase self-esteem Failure tends to decrease self-esteem

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality Characteristics in Organizations Self-Monitoring Behavior based on cues High self monitors –flexible: adjust behavior according to the situation and the behavior of others –can appear unpredictable and inconsistent Low self monitors –act from internal states rather than from situational cues –show consistency –less likely to respond to work group norms or supervisory feedback

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Who Is Most Likely to... Low self monitors High self monitors Get promoted Change employers Make a job-related geographic move Accomplish tasks, meet other’s expectations, seek out central positions in social networks Self-promote Demonstrate higher levels of managerial self-awareness; base behavior on other’s cues and the situation

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality Characteristics in Organizations Positive Affect – an individual’s tendency to accentuate the positive aspects of oneself, other people, and the world in general Negative Affect – an individual’s tendency to accentuate the negative aspects of oneself, other people, and the world in general

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Big Five Personality Traits SOURCES: P. T. Costa and R. R. McCrae, The NEO-PI Personality Inventory (Odessa, Fla.: Psychological Assessment Resources, 1992); J. F. Salgado, “The Five Factor Model of Personality and Job Performance in the European Community,” Journal of Applied Psychology 82 (1997):

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Big 5 Personality Traits Conscientiousness: Your most committed and reliable people. Agreeableness: Important for interpersonal relations and team building. Openness to Experience: Creativity and “outside the box” thinking, but lacks practicality.

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Myers-Briggs Type Indicator Based on Carl Jung’s theories –People are fundamentally different –People are fundamentally alike –People have preference combinations for extraversion/introversion, perception, judgment

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Based on Carl Jung’s theories –Human similarities/differences understood by combining preferences Ways of doing things Extraversion or introversion –No preferences better than others –Understand, celebrate, and appreciate differences Myers-Briggs Type Indicator

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Myers-Briggs Type Indicator Briggs & Myers developed the MBTI to understand individual differences by analyzing the combinations of preferences

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved MBTI Preferences

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Uses of MBTI Identify learning and teaching styles Decide on careers (Example: many managers are ESTJs) Determine decision-making style Determine management style Build teams

MBTI and Delegation of Tasks Source: O. Kroeger and J. M. Thuesen, Type Talk: The 16 Personality that Determine How We Live, Love, and Work (New York: Dell Publishing Co., 1989).

Copyright ©2006 by South-Western, a division of Thomson Learning. All rights reserved Personality Traits for People Contingencies X PeoplePersonality Trait Y People ExternalLocus of Control Internal LowSelf Monitoring High NegativeAffect (outlook) Positive